{"id":10508,"date":"2020-03-21T23:23:44","date_gmt":"2020-03-21T23:23:44","guid":{"rendered":"https:\/\/stg-z48vid.elementor.cloud\/transaction-preparation"},"modified":"2026-10-13T07:15:08","modified_gmt":"2026-10-13T07:15:08","slug":"exit-readiness","status":"publish","type":"page","link":"https:\/\/cnx-transactions.de\/en\/services\/exit-readiness","title":{"rendered":"Exit Readiness"},"content":{"rendered":"\t\t
\n\t\t\t\t
\n \t\t\t
\n
\n
\n \t\t\t

<\/p>\n\t\t\t\t\t

Exit Readiness<\/span> Be ready to sell
whenever you choose.<\/span><\/span><\/h1>\n\t\t\t\t\t

We prepare your company structurally, operationally, narratively and emotionally so that a sale is possible at any time \u2013 and delivers the best possible outcome when it happens. Recommended lead time: 12 to 24 months before the sale.<\/p>\n\t\t

\n \t\t\t\n\tCheck your exit readiness now\n<\/a>\n\t\t\n<\/div>\n\t\t\t

30 minutes \u00b7 video call \u00b7 confidential<\/p>\n\t\t\n<\/div>\n

\n \t\t\t\"Pylon\t\t\n<\/div>\n\n<\/div>\n
\n
\n
\n \t\t\t

01<\/p>\n\t\t

\n \t\t\t

Buyer's perspective<\/p>\n\t\t\t\t\t

Make risks and obstacles
visible<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t

02<\/p>\n\t\t

\n \t\t\t

Finances<\/p>\n\t\t\t\t\t

Robust financial model
and clean numbers<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t

03<\/p>\n\t\t

\n \t\t\t

Growth<\/p>\n\t\t\t\t\t

Back up the future
with numbers<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t

04<\/p>\n\t\t

\n \t\t\t

Operational levers<\/p>\n\t\t\t\t\t

Improve earnings,
raise the purchase price<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\n<\/div>\n\n<\/div>\n\n<\/section>\n\n\t\t\t\t\t

\n
\n
\n
\n
\n \n<\/div>\n
\n \n<\/div>\n
\n \n<\/div>\n\n<\/div>\n\t\t\t

The principle<\/p>\n\t\t\t\t\t

The best deal is made
before the process.<\/span><\/h2>\n\t\t\t\t\t

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.<\/p>\n\t\t\n<\/div>\n

\n
\n \t\t\t
<\/path><\/path><\/path><\/path><\/svg><\/div>\n\t\t\t\t\t

Building substance<\/p>\n\t\t\t\t\t

What buyers pay for.<\/h3>\n\t\t\t\t\t

A clear growth story, accounts geared towards profitability rather than tax optimisation, a business that runs without you.<\/p>\n\t\t\t\t\t

Whatever should convince a buyer, we want to have built first.<\/p>\n\t\t\n<\/div>\n

\n \t\t\t
<\/path><\/path><\/path><\/path><\/svg><\/div>\n\t\t\t\t\t

Removing risk<\/p>\n\t\t\t\t\t

What buyers deduct.<\/h3>\n\t\t\t\t\t

Every risk a buyer finds pushes the purchase price down: owner dependency, unresolved legal issues, inconsistent numbers, an unclear shareholder structure.<\/p>\n\t\t\t\t\t

Whatever a buyer would find in due diligence, we want to have found first.<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\t\t\t

If you prepare for both, you negotiate from strength \u2013
and leave no money on the table.<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\n\t\t\t\t\t

\n
\n
\n
\n
\n \n<\/div>\n
\n \n<\/div>\n
\n \n<\/div>\n\n<\/div>\n\t\t\t

Why exit readiness<\/p>\n\t\t\t\t\t

When is exit readiness<\/span> the right path?<\/h2>\n\t\t\t\t\t

Exit readiness pays off long before the decision to sell has been made. Typically when one of these sentences applies to you:<\/p>\n\t\t\n<\/div>\n

\n
\n \t\t\t\u201c<\/span>\n\t\t\t\t\t

\u201cA sale is coming in one to two years, and I want to be prepared.\u201d<\/p>\n\t\t\n<\/div>\n

\n \t\t\t\u201c<\/span>\n\t\t\t\t\t

\u201cA buyer could come knocking at any time, and today I wouldn't be ready.\u201d<\/p>\n\t\t\n<\/div>\n

\n \t\t\t\u201c<\/span>\n\t\t\t\t\t

\u201cSuccession is unresolved, and I want options.\u201d<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\t\t\t\n\tBook an Exit Readiness Check\n<\/a>\n\t\t\n<\/div>\n\n<\/div>\n\n\t\t\t\t\t

\n
\n
\n
\n
\n \n<\/div>\n
\n \n<\/div>\n
\n \n<\/div>\n\n<\/div>\n\t\t\t

The four levers<\/p>\n\t\t\t\t\t

Sale preparation:
what raises the value of your company<\/span><\/h2>\n\t\t\t\t\t

We look at your company through a buyer's eyes and work on four levers.
Exactly where good preparation makes the biggest difference.<\/p>\n\t\t\n<\/div>\n

\n
\n \t\t\t\"Sonnenlicht\t\t
\n \n<\/div>\n
\n \t\t\t

01<\/p>\n\t\t\t\t\t

Buyer's perspective<\/p>\n\t\t\t\t\t

Make risks and potential visible<\/h3>\n\t\t\t\t\t

From the buyer's perspective, we make deal obstacles, risks and potential visible \u2013 from owner dependency to unresolved legal issues.<\/p>\n\t\t\n<\/div>\n\n<\/div>\n

\n \t\t\t

02<\/p>\n\t\t\t\t\t

Finances<\/p>\n\t\t\t\t\t

Make financial performance transparent<\/h3>\n\t\t\t\t\t

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.<\/p>\n\t\t\n<\/div>\n

\n \t\t\t

03<\/p>\n\t\t\t\t\t

Growth<\/p>\n\t\t\t\t\t

Capture growth opportunities<\/h3>\n\t\t\t\t\t

We identify the material growth areas and substantiate them with numbers. Buyers pay for a credible promise about the future, not for the past.<\/p>\n\t\t\n<\/div>\n

\n \t\t\t\"Konferenztisch\t\t
\n \n<\/div>\n
\n \t\t\t

04<\/p>\n\t\t\t\t\t

Operational levers<\/p>\n\t\t\t\t\t

Implement operational improvements<\/h3>\n\t\t\t\t\t

Targeted measures improve earnings directly. Better EBITDA performance flows into the purchase price via the multiple.<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\n<\/div>\n\n<\/div>\n\n<\/div>\n\n\t\t\t\t\t

\n
\n
\n
\n
\n \n<\/div>\n
\n \n<\/div>\n
\n \n<\/div>\n\n<\/div>\n\t\t\t

Timing<\/p>\n\t\t\t\t\t

The right moment for an exit
really does exist.<\/span><\/h2>\n\t\t\n<\/div>\n\t\t\t

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 \u2013 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.<\/p>\n\t\t

\n \t\t\t\u201c<\/span>\n\t\t\t\t\t

\u201cBeing ready to sell doesn't mean having to sell. It means being able to decide.\u201d<\/p>\n\t\t\n<\/div>\n\n<\/div>\n\n<\/div>\n\n\t\t\t\t\t

\n
\n
\n
\n
\n
\n \n<\/div>\n
\n \n<\/div>\n
\n \n<\/div>\n\n<\/div>\n\t\t\t

Your starting point<\/p>\n\t\t\t\t\t

What the Exit Readiness Check<\/span>
covers.<\/h2>\n\t\t\t\t\t

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 \u2013 not with a sales team that hands you on to someone else afterwards.<\/p>\n\t\t\t\t\t