How to position your business for a successful exit

Define objectives and timing early

Every exit begins with a few important questions: What does the future look like – for you, your business, and your family? Some owners are ready to step away entirely. Others want to stay involved. Some prioritise keeping the business in the family, while others care most about finding a buyer who will preserve their culture and values.

It helps to start asking these questions two or three years before any transaction. Early planning gives space to resolve issues, improve value, and ensure everyone, both inside and outside the business, is aligned.

Tighten the structure behind the scenes

It’s common for owner-led businesses, especially those that have grown over time, to operate on familiarity and informal systems. But buyers look for well-documented structures: Who owns what? Are there clear agreements in place? How are decisions made?

Formalising ownership, leadership roles, and governance policies helps create a cleaner transaction process. It’s also an opportunity to revisit estate planning, shareholder agreements, and succession conversations.

Align internally before going to market

Beyond the financials, internal alignment is key. If family members or partners are involved in the business, make sure expectations are clear and conversations happen early. Is there someone ready to take on a leadership role or do you envision the business continuing without internal successors?

Addressing those dynamics in advance builds confidence for employees and potential buyers alike.

Assemble the right team

No one should navigate this process alone. Transactions are complex, emotional, and time-consuming. An experienced team – including an investment banker, mergers and acquisitions (M&A) attorney, certified public accountant (CPA), and estate advisor – can help structure the deal, run the process, and keep things moving.

Investment bankers are especially useful in running a competitive process, identifying the right buyers, and managing negotiations so owners can keep their focus where it belongs: on the business.

Make the business buyer-ready

Businesses that attract strong interest typically share a few traits: a strong management team, reliable and diverse revenue streams, clean financials, and systems that don’t rely too heavily on one person.

If the business still relies heavily on the owner’s daily involvement, it’s worth taking steps to delegate, document, and strengthen infrastructure. These changes don’t just increase value – they make the business more sustainable.

Recognise the transition is more than a transaction

Exiting a business isn’t just a financial event – it marks a major life shift. With clear goals, early planning, and a trusted team, business owners can step into their next chapter with confidence, knowing they’ve positioned the business for lasting success.

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Kelley Hill is Chief Growth Officer at Hyde Park Capital, where she drives strategic growth, client acquisition, and sales operations. She brings deep expertise in sales leadership, team development, and performance optimisation to accelerate firm-wide success.