A little clarity.
Before the big decision.

Separate personal readiness from business readiness. Clarify why you want to leave, what involvement you would accept afterward, and which outcomes matter most. Then assess the records, management coverage, and operating dependencies a buyer would need to understand. Exit consulting helps with the decision; exit planning organizes preparation.

The timetable depends on preparation, buyer interest, financing, diligence, required consents, and agreement on documents. A target closing date is a planning assumption, not a guarantee. Ask for a process with clear milestones and dependencies, and keep time available to run the business while it progresses.

Yes. Better reporting, clearer management responsibilities, and a documented understanding of risks can support continued ownership too. Agree on the scope and confidentiality boundaries. Preparation does not authorize buyer outreach unless that activity is explicitly included and approved.

A brief description of the business, your ownership situation, intended timing, and the question you need to resolve are enough to start. Mention existing buyer approaches and signed agreements. Arrange a secure process before sending financial records or other sensitive documents.

A useful answer depends on the purpose, relevant date, ownership interest, company economics, and available evidence. A planning perspective can explain a range and its assumptions. It cannot promise what a buyer will pay. Where a formal appraisal is required, engage an appropriately qualified professional for that specific purpose.

No. Debt, cash treatment, working capital, transaction expenses, taxes, and the payment structure can affect what an owner receives. Keep the value perspective separate from a proceeds bridge and have legal, tax, and personal financial advisors evaluate the actual proposal.

No. An earnout generally depends on defined future performance. Seller financing generally involves repayment under agreed financing terms. Both can leave continuing exposure after closing. Ask qualified advisors to evaluate the actual definitions, rights, payment conditions, and risks before comparing them with cash at closing.

Fees and terms depend on the agreed scope. Request written details on the fee basis, payment triggers, expenses, termination provisions, and any continuing obligations. This website does not publish or imply a standard fee schedule. Confirm the actual terms before authorizing work.

Confidentiality agreements, staged disclosure, restricted access, and buyer qualification can reduce exposure. They cannot guarantee secrecy. Discuss what may be shared, who approves it, and how commercially sensitive information will be handled. Counsel should evaluate agreements and situation-specific requirements.

Both can include buyer qualification and transaction coordination. Brokerage can suit a focused business sale. A mandate comparing multiple buyer types, retained ownership, or acquisition alternatives may call for broader M&A advisory. The actual scope and required professional involvement matter more than a label or arbitrary size threshold.

No. Legal, tax, accounting assurance, formal appraisal, and personal investment questions belong with appropriately qualified professionals. Advisory coordination connects commercial decisions with their work. StoneBridge is not a registered broker-dealer or investment adviser.

That depends on ownership rights, responsibilities, confidentiality needs, and the intended transition. Plan participation and communication deliberately. Avoid promising outcomes before they are agreed. A legacy transition should distinguish management readiness, ownership expectations, and the owner’s financial and personal objectives.