Founders planned a structured sale within 12 months. Materials existed but were not yet suitable for vendor due diligence or buyer challenge.
Problem
Management accounts adjustments were undocumented. Customer concentration and contract renewals were described qualitatively without supporting schedules. The financial model used inconsistent growth assumptions across tabs.
Approach
We normalised three years of results with adjustment memos, built a buyer-style model with explicit drivers, and drafted information room indexes with owners per section.
Internal mock diligence sessions surfaced weak answers before external advisers arrived.
Outcome
Data room preparation time shortened; advisers reported fewer follow-up loops on historical reconciliations. Founders entered the process with aligned expectations on value drivers and risk disclosures.
Outcome
Management gained clearer visibility for board and banking discussions, with models and reporting rhythms the internal team could maintain after handover.
Related work
Representative engagements illustrating how we deliver similar outcomes.
Frequently asked questions
When did readiness work start relative to sale?
Fourteen weeks of structured preparation before external process intensity increased.
What improved most for the founders?
Documented adjustments, buyer-style model, and mock diligence reducing surprise questions.
What clients say
“The integrated model and Q&A packs meant we answered buyer questions once, with version control. Diligence felt prepared, not reactive.”
“Sell-side readiness work started early enough to fix reporting gaps before advisers arrived. The process timeline held.”
Sell-side enquiry
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- Written scope before substantive work begins