We prepare your company structurally, operationally, narratively and emotionally so that a sale is possible at any time – and delivers the best possible outcome when it happens. Recommended lead time: 12 to 24 months before the sale.
30 minutes · video call · confidential
01
Buyer's perspective
02
Finances
03
Growth
04
Operational levers
The principle
Buyers don't pay for your past. They pay for a credible promise about the future. And they deduct every risk they find from the purchase price.
Building substance
A clear growth story, accounts geared towards profitability rather than tax optimisation, a business that runs without you.
Whatever should convince a buyer, we want to have built first.
Removing risk
Every risk a buyer finds pushes the purchase price down: owner dependency, unresolved legal issues, inconsistent numbers, an unclear shareholder structure.
Whatever a buyer would find in due diligence, we want to have found first.
If you prepare for both, you negotiate from strength –
and leave no money on the table.
Why exit readiness
Exit readiness pays off long before the decision to sell has been made. Typically when one of these sentences applies to you:
“A sale is coming in one to two years, and I want to be prepared.”
“A buyer could come knocking at any time, and today I wouldn't be ready.”
“Succession is unresolved, and I want options.”
The four levers
We look at your company through a buyer's eyes and work on four levers.
Exactly where good preparation makes the biggest difference.
01
Buyer's perspective
From the buyer's perspective, we make deal obstacles, risks and potential visible – from owner dependency to unresolved legal issues.
02
Finances
A robust financial model makes your earning power verifiable. Clean, consistent numbers are the basis of every valuation. Surprises later in the sale process are the expensive kind.
03
Growth
We identify the material growth areas and substantiate them with numbers. Buyers pay for a credible promise about the future, not for the past.
04
Operational levers
Targeted measures improve earnings directly. Better EBITDA performance flows into the purchase price via the multiple.
Timing
The right moment depends less on the market than on your preparation. Market windows open and close. If you only start preparing once a window is open, you're already too late. Exit readiness means you are ready when the moment is right – whether that comes through a buyer's approach, the succession question, or your own decision to start the next chapter.
This is especially true for succession without a family successor: the earlier preparation begins, the more options remain. If you only sell when there is no alternative left, you negotiate under pressure.
“Being ready to sell doesn't mean having to sell. It means being able to decide.”
Your starting point
In a personal conversation with Dr Willem Keijzer, you find out how ready your company is to sell today: where the biggest levers are, where the deal-breakers lie, and what time horizon is realistic.
You speak with the person who would later lead your sale – not with a sales team that hands you on to someone else afterwards.
30 minutes · video call · confidential
FAQ
Exit readiness means your company is ready to be sold at any time – operationally, financially and in how it presents itself externally. Regardless of whether you actually want to sell.
Typically when one of these applies: a sale is coming in one to two years, a buyer could come knocking at any time, or succession is unresolved. The earlier preparation begins, the more options remain.
No. A valuation gives you a number. Exit readiness shows which operational, financial and structural levers can still raise that value before a sale – and which risks reduce it.
No. Being ready to sell doesn't mean having to sell. It means being able to decide.
Exit readiness prepares you and your company. The process itself, approaching buyers and negotiating are part of the company sale.
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