Most of the conversation in M&A is about what sellers need to fix. Clean up the books. Improve systems. Reduce owner dependency. Build recurring revenue. Document everything. Start early. All of that is real and it moves the needle.  What people rarely talk about is the buyer side.  In today’s market there are far more buyers than there are sellable businesses. If you want to stand out as a buyer, you need to prepare with the same level of intention sellers are expected to br

Buy side financial due diligence is one of the most important steps in a business acquisition, yet it is often treated as optional. Many buyers assume that reviewed financial statements, tax returns, and a seller walkthrough are enough to move forward with confidence.  In reality, those documents only show what happened. They do not explain how the business actually makes money, how cash really moves, or what risks you are inheriting after closing.  Financial due diligence ex

In Parts 1 and 2, I covered how owner dependence shows up in a business and why owners often stay so involved. This part is focused on what you can actually do about it. These are steps I use in my own advisory work because they fit the constraints most owners deal with. They don’t require big hires, major restructuring, or a full management team. They focus on small, practical changes that create real movement. 1. Start with one area, not the entire business Trying to delega

In Part 1, I covered how owner dependence shows up in a business and why buyers care. Most owners understand this in theory. The harder part is taking steps to reduce it. Not because they don’t want to, but because the obstacles feel real. After working with founders for years, these are the reasons that show up most often. 1. The cost feels too high Many owners assume reducing their involvement requires hiring senior people or building a full management layer. For a lot of b