The starting point is the owners’ objectives and the company’s situation. Timing, future responsibilities and financing needs can vary considerably. An early review helps identify open questions and plan the preparation.
Make financial trends understandable
Performance, cash flow and tied-up capital should form a coherent picture. One-off effects are explained, planning assumptions documented and significant obligations recorded. Successors or buyers can then assess the basis of the figures and the questions that remain.
Organise documents and the handover
We prepare financial documents, support follow-up questions and coordinate the process with those involved. For a sale, this may include a financial data room and due diligence support. For an internal succession, financial planning, responsibilities and the handover of ongoing tasks are often central.
Clarify scope and specialist questions
Duration and effort depend on the chosen succession and the state of the documentation. The purchase price and closing of a transaction remain a matter of negotiation.