01 / FIT
Know your role.
Consider your sector experience, time commitment and appetite for day-to-day management. A manager-supported structure still needs careful assessment of who makes decisions.
FOR PROSPECTIVE BUYERS
A clear brief.
A better starting point.
Begin with the kind of business you could own well: the operating role, capital commitment and evidence that would make an acquisition worth pursuing.
02 / CAPITAL
See the whole commitment.
Distinguish the acquisition budget from fees, operating cash, investment after completion and any financing conditions. A target budget is a criterion, not a valuation.
03 / EVIDENCE
Define your questions.
Decide what you need to learn about customers, cash generation, key people, assets and the proposed transfer. A summary starts the assessment; it does not complete it.
Explore possibilities.
Make the criteria yours.
Explore 15 sector guides to identify the operating questions that matter to you. Then create a brief in your own words.
Explore sectorsYOUR NEXT STEP
Tell us what a good fit means.
Share your preferred sector, location, budget, timing and funding approach. This is an interest register for confidential review, with no promise of sourcing or an introduction.
Build my acquisition brief