Five stages, from running the business to owning it.

Build

The business works. The work of this stage is the systems, the team and the sales engine that let it run without you in every seat. Starting from nothing? The start-up program begins the stage on day one.

• What is the business actually worth today?
• Where is value concentrated, and what threatens it?
• How do I make performance visible and repeatable?
• Which people are ready for more responsibility?

• Risk & Opportunity Analysis
• The Gameplan with quarterly reviews
• HPT360 deployment and performance cycles
• Leadership and sales coaching
• Operating systems and business development strategy

Fund

The plan is credible and needs capital. The question is which capital, on what terms, and in what sequence.

• How much debt can the business carry?
• Which lenders and programs fit this plan?
• What non-dilutive funding are we leaving unclaimed?
• When does equity make sense, and who should run that process?

• Debt capacity and funding options review
• Lender-ready package and lender selection
• Loan placement, term comparison and negotiation
• Lender reporting and covenant monitoring after funding
• Grant strategy with specialist partners
• Referral to the registered dealer for any equity raise

Scale & Acquire

Growth accelerates organically or through acquisition. Organic growth needs a sales engine that does not depend on the owner, and the capacity to deliver what it wins; acquisition needs discipline in target selection, diligence and integration. Both decide whether the growth creates value.

• Build or buy?
• Where will the next customers come from, and what does each one cost to win?
• Can we deliver the growth with the people and capacity we have?
• What should a target look like, and what should we pay?
• How do we finance it without overextending?
• How do we integrate people, systems and customers?

• The Business Development Plan: ideal customer, channels, conversion numbers and sales capacity
• Acquisition criteria and target screening
• Deal structure and negotiation strategy
• Acquisition financing placement
• Diligence coordination and integration planning
• Coordination of the dealer and brokerage where required

Prepare & Transact

The owner is considering a sale or merger. The value realized depends far more on the preparation done in the preceding one to three years than on the sale process itself.

• Is the business sellable, and to whom?
• Asset sale or share sale?
• What will a buyer pay, and what will they find in diligence?
• What happens to my people?

• Exit Readiness Program
• Deal strategy and valuation preparation
• Leads asset transactions end to end
• Refers share transactions to the registered dealer and remains as advisor
• Diligence and closing coordination across all parties

Transition

Ownership passes to family, key employees, management or a buyer. The structure must be fair, tax-efficient and durable, and the next leaders must be ready.

• Who should own this business next?
• How do I bring key people into equity without giving up control too early?
• How do we agree on what happens if someone leaves?
• How do I step back without the business stalling?

• Succession options analysis
• Ownership design: estate freeze, employee equity, profit-share pools
• Shareholder governance framework for counsel to draft
• Leadership transition and successor coaching
• Financing for buy-ins where required