Preparing Your Company for Sale: Practical Lessons, Industry Insights, and the Importance of Post-Sale Success
- Jason Doucet
- Nov 13
- 4 min read
Introduction
Preparing a company for sale is a major transition, whether you’re leading a multinational or an SME. Over the years, I’ve worked with organizations of all sizes, helping them navigate the complexities of M&A, integration, and strategic transformation. While the fundamentals—readiness, transparency, and strategic storytelling—are universal, the way they’re applied depends on the scale and resources of the business. Recent research from firms like PwC, Deloitte, KPMG, and Bain & Company often echoes what I’ve seen firsthand, but the real lessons come from the day-to-day realities of working with owners and management teams.
Financial Readiness: Getting the Basics Right
In my experience, buyers want clarity and reliability in financials. For large organizations, this means audited statements and sophisticated forecasting; for SMEs, it’s about ensuring the books are clean, up-to-date, and that profitability is presented honestly. PwC’s M&A outlook notes that “great companies with strong cash flow and healthy prospects in any territory or sector are still being bought and sold,” even in volatile markets. Simple steps—like reconciling accounts and documenting key adjustments—can make a big difference in buyer confidence, regardless of company size.
Operational Excellence: Building for the Future
Operational efficiency is a universal value driver. I’ve seen how process automation and ERP systems can transform large organizations, while SMEs often benefit from mapping workflows and reducing reliance on any one person. KPMG and Deloitte emphasize that buyers increasingly prioritize businesses that can demonstrate scalability and resilience. Bain & Company’s research highlights the importance of rapid value creation, both in revenue and cost synergies, as a key differentiator in successful deals.
HR and Culture: Often Overlooked, Always Important
People and culture can make or break a deal. Clear contracts, succession plans, and a positive work environment matter to buyers of all sizes. For SMEs, even informal practices should be documented, and key employees engaged in the transition process. Leading advisors stress the importance of succession planning and strong teams, especially for businesses that may be owner-dependent. In my work, I’ve found that preserving culture and continuity is often just as important as the numbers.
Cybersecurity: Not Just for Big Companies
Cybersecurity is now part of standard due diligence. While large organizations may have dedicated teams, SMEs can still take practical steps: basic data protection policies, regular password updates, and a simple incident response plan. Deloitte and PwC highlight the growing role of technology and AI in both dealmaking and risk management. These measures don’t require huge budgets but do signal professionalism and care.
Strategic Positioning: Telling Your Story
Whether preparing for an IPO or a private sale, the ability to articulate what makes your business unique is crucial. I’ve helped clients—large and small—identify their differentiators, growth opportunities, and market positioning. Bain & Company’s research shows that buyers are increasingly focused on companies that can demonstrate adaptability and a clear growth strategy. The narrative should be honest, forward-looking, and tailored to the buyer’s perspective.
Compliance and Risk Management
Regulatory compliance and risk management are not just for the Fortune 500. SMEs benefit from understanding local regulations, protecting intellectual property, and considering ESG factors where relevant. KPMG and Deloitte note that dealmakers must navigate perpetual uncertainty and evolving regulations, making risk management and agility key competencies. In my experience, early attention to these areas—including a thorough evaluation of tax risks— helps avoid surprises and builds trust with buyers.
International Buyers: Increasingly Relevant for SMEs
Cross-border deals are no longer reserved for large corporations. I’ve seen SMEs and large organizations successfully attract international buyers by preparing for cultural, legal, and operational differences. Bain & Company and PwC highlight the growing importance of international buyers and the need for sellers to prepare for these complexities. Early planning and openness to outside expertise can smooth the process.
Earn-Outs and the Importance of Post-Sale Success
One aspect that’s often underestimated is the need for continued financial and operational success after the sale—especially when the purchase price includes an earn-out. In these situations, the seller’s ability to maintain or grow performance directly impacts the final payout. I’ve seen deals where the transition faltered because the business wasn’t truly ready for new ownership, or where key employees left and operational momentum was lost. Thought leadership from KPMG and Bain & Company reinforces this: post-acquisition value creation and integration planning are now central to deal success. For sellers, it’s critical to have a plan for sustaining performance, supporting the new owners, and keeping teams engaged well beyond closing.
Collaboration and Networks: A Practical Approach
One thing I’ve found invaluable is working collaboratively—with clients, their teams, and a network of external professionals. Leading firms also emphasize the importance of building the right team of advisors to guide the sale process. No single advisor has all the answers, but together, we can address financial, legal, HR, and IT challenges as they arise. For SMEs, this networked approach makes best practices accessible and practical.
Conclusion
Preparing for a sale is about more than ticking boxes—it’s about building a foundation for future success, both before and after the transaction. Whether you’re running a large enterprise or an SME, focusing on the essentials and seeking the right support can make the process smoother and more rewarding. Industry research confirms that agility, innovation, and collaboration are key to maximizing value in today’s M&A environment—but it’s the practical, hands-on experience that brings these principles to life, especially when the deal structure includes an earn-out and post-sale performance truly matters.
Ready to maximize your company’s value and ensure a successful sale? Contact Doucet Global Strategies for expert guidance, practical solutions, and a collaborative approach tailored to your business—whether you’re an SME or a larger organization.
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About the Author
Jason Doucet - Principal Advisor & Founder, Doucet Global Strategies
Jason Doucet, CPA, is the founder of Doucet Global Strategies, a consultancy specializing in strategic advisory for globally operating organizations. With deep expertise in international business, cross-border taxation, and governance, Jason supports multinational enterprises, NGOs, and institutional investors with high-level, tailored solutions.
