Building a business takes decades. Selling it takes a few months. But the impact of that sale lasts forever—not just for your bank account, but for the people who helped you build it.
When founders reach the inflection point of selling, they often obsess over the “number”—the valuation multiple. While numbers are critical, I argue that the structure of the exit and the character of the buyer are equally important.
The “Strip and Flip” vs. Stewardship Many institutional buyers view an SME as a spreadsheet to be optimized. They look for “synergies”—which is often code for cutting staff, slashing R&D, and merging operations to flip the asset in 3-5 years.
My approach is different. I believe in Stewardship.
Stewardship means:
Honoring the Values and Culture: Understanding that your company’s “way of doing things” is a competitive advantage, not an inefficiency to be fixed.
Protecting the Team: Ensuring that the loyal employees who built the company have a secure future.
Long-Term Horizons: Investing for the next decade, not the next quarter.
If you are considering an exit, ask your potential buyer: “What is your 100-day plan?”.
If the answer is purely financial, you might be talking to the wrong partner. If the answer involves listening, learning with and from the team, letting key competencies emerge, and co-creating a stratehy for long-term growth while keeping the Founder’s values alive, let’s talk.
