We assess transaction readiness and help owners prepare the financial information, evidence and priorities that buyers and investors will examine.
Overview
Transaction readiness is a practical review of how a company would respond to buyer or investor scrutiny. It is useful before launching a process and can also support an owner who is several years away from a decision. The aim is to find information gaps and business dependencies early, when management has time to address them in an orderly way.
What we examine
We review financial reporting, revenue and margins, cash conversion, management capability and the evidence supporting the business plan. Typical questions include whether customer contracts are current, intellectual property ownership is documented, and key operational data can be reproduced. In owner-led companies, personal expenses, informal arrangements, related-party transactions, and undocumented knowledge may need to be distinguished from the ongoing commercial model.
How we support the transaction
We prepare a prioritised action plan with clear responsibilities and realistic deadlines for each issue. A financial information pack can reconcile statutory accounts with monthly management reporting and provide support for proposed earnings adjustments. A data-room index organises material records without assuming every document should immediately be shared. A preliminary equity story, forecast review, and management presentation outline test whether the company’s claims are supported by accessible evidence.
Decision considerations
Readiness work should be proportionate to the likely transaction and timetable. Some improvements strengthen the business regardless of a sale; others are only worth undertaking once a process is probable. Management should distinguish matters it can resolve internally from those needing accounting, legal, tax, or technical specialists. Preparation cannot remove every risk, but it can expose questions early and make later decisions better informed.
What we prepare
We agree the scope with you. Depending on your objectives, our work can include:
- A prioritised readiness register with an owner, evidence requirement and next action for each issue.
- A financial pack reconciling statutory accounts, management reporting and proposed earnings adjustments.
- A structured data-room index with document owners and proposed access stages.
- A business narrative and forecast review that identify claims requiring additional support.
3 pages · Practical checklist, questions and space for your priorities.
Practical questions
Does readiness work mean a sale process has to follow?
No. Better reporting, documented contracts and clearer management responsibilities can be useful while the company remains independently owned. The scope should reflect how likely a transaction is and which improvements have a wider business benefit. Owners can use the findings to decide whether to proceed, wait or address specific weaknesses before considering a process, without committing to buyer outreach at the outset.
What should be done with a problem that cannot be resolved quickly?
Document the issue, its possible effect and the evidence available. Distinguish matters management can improve from those requiring specialist advice or an agreed allocation of risk in a transaction. A credible explanation of an unresolved issue is more useful than a forecast that assumes it disappears. The readiness register should keep the responsible person and next decision visible as the position develops.
