Ownership Transition Consulting


Proactively addressing ownership transition involves both business and personal issues.  Properly planned ownership transition is crucial in assuring present and future owners obtain what they deserve.  It must not be a reactionary exercise that is instituted just prior to retirement of present owner(s).  Any company that does not have an appropriate ownership transition program is at risk of losing key employees. The loss of such employees may undermine established relationships with clients and the technical and managerial capabilities needed for the company to succeed in the future.  This could result in the unwanted but forced sale or merger of the company.

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Internal Transition Consulting Flyer




Buying or selling a business is one of the most crucial financial transactions of your life.  As a business owner, you probably have, or will have, a good portion of your assets in your business or professional practice.  If the time comes to buy or sell a business, you need the best representation possible.  In what can be a confusing and sometimes difficult process, it pays to leave as little as possible to chance.  An optimal transaction can result through identifying best prospects, defining goals and approach and utilizing the right process and professional assistance.

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External Transition Consulting Flyer




Which is best for you, your employees, company and clients?  What are the benefits and issues?   Are you and your company properly positioned?  Assessing and reporting results.


– Selling to others in your company

– Private plans

– Employee Stock Ownership Plans – ESOP

– Synthetic Equity – Phantom Stock and SAR

– Merging or selling to a third party

– Merger – combining with another firm

– Strategic buyer – synergy in the business

– Financial buyer – investor

Working with you and understanding your specific needs to develop strategies to appropriately address ownership transition.


Internal Process

– Determine feasibility and sustainability

– Present owners acceptance

– New owners desire and capability

– Ability to fund – now and in the future

– Understand options and define one selected

– Reasonable valuation; given option selected

– Projecting impact on cash flow

– Buy-Sell Agreement that is understandable

– Document formal process/approach

– Communicate, Communicate, Communicate

External Process

– Confidentiality importance

– Address internal issues – financial, legal, etc.

– Understanding valuation and value

– Develop overall strategy and Confidential Business Review document

– Plan communications and marketing

– Anticipate buyer’s questions

– Negotiating Letter of Intent and structure of deal

– Be prepared for due diligence

– Usually six plus month process


Purchasing another entity

– Assisting in leading you through the acquisition process.

– Researching and providing independent information on candidate firm.

– Analyzing financial information and, if needed, recasting information.

– Developing projected financial information and impact on your company.

– Assisting in reviewing offer letters, letters of intent, definitive agreements, etc.

– Participating in due diligence review.

– Negotiating the transaction.

– Working with legal counsel, accountants, & other professionals, as needed.


Selling or divesting of a part of or all of the entity

– Researching and providing independent information on purchasing firm.

– Recasting financial information.

– Projecting future revenue and profit.

– Positively differentiating your company.

– Develop strategies to assure proper pricing, terms & conditions of agreements.

– Assisting in reviewing offer letters, letters of intent, definitive agreements, etc.

– Working together in developing negotiating strategies.

– Preparing for due diligence process and assisting in completing process.

– Working with legal counsel, accountants, & other professionals, as needed.

– Structuring payment timing and terms that meet your needs.


Integration of Entities

– Plan the process and develop a proactive integration team.

– Immediately building strong communication process for all involved.

– Positively introduce new organization.

– Build excitement and communicate why this is the right decision.

– Understand and communicate systems, processes, procedures, etc.

– Interviewing people throughout the organization.

– Timely recognize and resolve problems.

– Prevent future problems.

– Minimize loss of talented people.

– Establish baseline of feedback and information.

– Affirm what is working well.

– Provide confidential feedback to management.

Building ownership transition plans that meet your present and future needs that assure the legacy you want.