The Next Chapter Of Your Business' Journey

If you’re here, you’ve probably been considering a transaction that would affect the ownership of your business. And more than likely, you have questions. That’s why we’re providing a high-level guide to acquaint you with the many choices and opportunities you will face as you consider the transaction route.

But this information is just a beginning. We will continue to update and improve it based on your suggestions. If you have questions or suggestions, we’d like to know. Please share your thoughts with us by clicking on the Contact page link in the upper right, to either send us a message or give us a holler. We look forward to hearing from you!

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“Before anything else, preparation is the key to success”

-Alexander Graham Bell

Bell’s observation from more than a century ago still rings true for any very important endeavor, including your selection of a financial partner to help you take your business to the next level.

Thus, we recommend two important areas for attention before you take the first step down the transaction road:


  • You should have a vision of what you want your business to become in five years
  • What are the key initiatives required to achieve that outcome
  • What are the hurdles to that achievement
  • What are the market trends that will influence the company’s progress

We like to help entrepreneurs build their business organically, so hearing and understanding your vision helps us figure out how we can best help you.

Financial and Operating Information:

Financial results matter because they are the scoreboard.  Operating metrics help you and your financial partner determine how to optimize the results.  Additionally, generating timely and accurate financial information enables an enterprise to be nimble so that it can quickly recognize both favorable and unfavorable trends and react accordingly.   We suggest:

  • Getting your financial statements audited by a well-recognized firm (for at least the most recent prior year, although more is better).
  • Having a one-page summary sheet of operating metrics that you use weekly or at least monthly to keep your finger on the pulse of your enterprise.
  • Closing your books every month within two weeks of the prior month end and making sure that all accounts are fully reconciled