What is my role at kickoff?

Clarify objectives, constraints and priorities; provide key documents; validate messaging and appoint a point of contact to streamline communication.

How much time per week should I plan?

On average 1–3 hours/week; more during due diligence. The broker filters, prepares and paces requests to reduce peaks.

Can I keep running the business during the sale?

Yes—and it’s recommended. The broker protects your time, structures the data room and schedules decision checkpoints.

Who speaks to buyers and when do I step in?

The broker leads exchanges; you step in at key moments (management meetings, LOI, final negotiation of terms).

How do we protect confidentiality internally and with clients/suppliers?

NDAs, strict need‑to‑know access, minimal messaging and phased disclosure at the appropriate time.

What if I receive a direct offer during the mandate?

Refer the buyer to the broker to preserve competition, dossier consistency and your negotiating position.

As a seller, what is your role?

Your role is essential at each stage of the sales process. Discover how your responsibilities evolve throughout the transaction and how to fulfil them effectively to maximise the value of your business sale.

Optimise performance

Make strategic decisions

Provide information

Facilitate interventions

Ensure transparency

Continuously optimise your business performance

Throughout the process, your priority will be to improve sales, profits, and operational efficiency in order to present a strong and well-performing business during due diligence.

Buyers evaluate your business not only on its past performance but also on its current trajectory. A business that demonstrates consistent growth and continuous operational improvements is much more attractive and can command a significant premium.

This is why it's essential to maintain or even accelerate your optimisation efforts during the sales process, even if it may seem counterintuitive as you prepare for your exit.

Key actions

Monitor performance metrics monthly
Identify and address operational inefficiencies
Implement short-term growth initiatives
Reduce discretionary overhead expenses
Document performance improvements for buyer presentations

Make strategic decisions at each stage

At each critical point in the transaction, you'll need to validate the strategy and make the final decisions. We will clearly present the options to you, but you will always retain absolute control.

Although our team will guide you with expertise, selling your business involves many important decisions that can significantly impact the final outcome. From selecting potential buyers to negotiating terms, your judgement and vision will be determining factors.

Your intimate knowledge of the business and your personal objectives are essential elements that will guide these strategic decisions, and our role is to help you make them in an informed manner.

Key points

Define your valuation expectations and non-negotiable terms
Approve target buyer list
Validate marketing and presentation strategy
Evaluate and respond to letters of intent
Determine acceptable concessions during negotiations

Provide essential internal information and documents

You will need to provide internal documents and data required to enable our team to properly prepare for the sale and ensure a smooth and efficient process.

The quality, thoroughness, and organisation of the information you provide have a direct impact on buyers' perception and your credibility. Well-prepared and easily accessible data also accelerate the due diligence process and reduce the risk of unexpected issues later in the transaction.

Our team will guide you specifically on the required documents and help you organise them optimally to present your business in the best light.

Key documents

Financial statements from the last 3-5 years
Financial projections and business plan
Asset register and inventory lists
Material contracts (customers, suppliers, employees)
Intellectual property documentation

Facilitate the intervention of our experts

Your authorisation and collaboration will allow our team of professionals (attorneys, accountants, tax advisors, etc.) to access the resources necessary to effectively execute their responsibilities.

A successful business sale requires the coordinated expertise of several specialised professionals. Your role is to facilitate their work by giving them access to the right people and information within your organisation.

By acting as a facilitator, you enable each expert to optimise their contribution to the overall process, resulting in a more efficient, lower-risk, and generally more advantageous transaction.

Key points

Designate an internal point person for information requests
Introduce advisors to your key team members as needed
Grant access to relevant systems and data
Respond promptly to enquiries from the advisory team
Participate in regular coordination meetings

Ensure complete transparency about operations

It is essential that you maintain complete transparency regarding your business operations. This builds trust with potential buyers and facilitates the negotiation process.

Transparency is the cornerstone of a successful transaction. Buyers place a significant premium on businesses whose information is clear, complete, and verifiable. Conversely, any late discovery of undisclosed information can jeopardise the transaction or lead to a substantial price adjustment.

This transparency must extend to all aspects of the business, including challenges and potential issues. Our approach is to reframe these challenges as opportunities for the buyer, rather than attempting to conceal them.

Key points

Disclose known risks and challenges proactively
Communicate openly about the actual financial performance
Present potential issues alongside mitigation strategies
Provide source data for buyer verification
Address due diligence enquiries with candour

Frequently asked questions

What is my role at kickoff?: Clarify objectives, constraints and priorities; provide key documents; validate messaging and appoint a point of contact to streamline communication.
How much time per week should I plan?: On average 1–3 hours/week; more during due diligence. The broker filters, prepares and paces requests to reduce peaks.
Can I keep running the business during the sale?: Yes—and it’s recommended. The broker protects your time, structures the data room and schedules decision checkpoints.
Who speaks to buyers and when do I step in?: The broker leads exchanges; you step in at key moments (management meetings, LOI, final negotiation of terms).
How do we protect confidentiality internally and with clients/suppliers?: NDAs, strict need‑to‑know access, minimal messaging and phased disclosure at the appropriate time.
What if I receive a direct offer during the mandate?: Refer the buyer to the broker to preserve competition, dossier consistency and your negotiating position.