Make sure the business is operationally ready for scrutiny, transition and its next phase.
Whether you are preparing a business for sale, assessing an acquisition or dealing with the operational reality after completion, I help put the plans, management structures, information and delivery capability in place.
Which situation are you facing?
Preparing for sale
Strengthen and evidence how the business operates, reduce avoidable owner dependency and make it easier for a buyer to understand how performance will continue under new ownership.
Preparing to buy
Look beyond the financials to assess the management structure, operational capability, dependencies and risks behind the plan, and establish what will need attention before and after completion.
Post-acquisition transition
Stabilise day-to-day operations, translate the new owners' expectations into a practical operating plan and put the management structures, reporting and delivery rhythm in place for the next phase.
A sound deal still depends on the business being able to deliver.
Financial performance and the growth plan may underpin the transaction. Operations determine whether that plan is credible, transferable and achievable.
A credible operating plan
Clear priorities, milestones and ownership behind the plan for sale, acquisition or life after completion.
Limited owner dependency
The business can perform and make decisions without leaning too heavily on one person.
Clear responsibility and authority
Decision-making and accountability sit in the right places, not just with the owner.
Reliable management information
Consistent visibility of performance, risk and progress that a buyer, new owner or board can trust.
Transferable workflows and knowledge
Critical systems, processes and know-how are documented and understood beyond one or two individuals.
Capacity for the next phase
Management capability and capacity that match what the business needs to become, not just what it is today.
A practical transition plan
A workable route through integration, change or handover once the deal completes.
Operational preparation and delivery, not transaction advice.
I work with owners and leadership teams to establish what the transaction or new ownership requires operationally, identify the gaps and help put the necessary changes into practice. That can include:
- Turning the investment case or new owners' expectations into an operating plan
- Reducing unnecessary founder or key-person dependency
- Clarifying management structures, responsibilities and decision authority
- Improving management information, reporting and performance routines
- Documenting and strengthening critical workflows
- Coordinating operational change and specialist input
- Stabilising the business and building the capability needed for the next phase
The acquisition was complete. The operational transition was not.
Following a change of ownership, two connected SMEs needed to stabilise day-to-day operations and put in place the management structure and visibility required by the new owners.
The post-sale challenge
Legacy ways of working were no longer sufficient for the businesses' next phase.
Responsibilities and decision authority were unclear, important knowledge depended heavily on individuals, and the CEO and board lacked consistent management information, all while customers still had to be served.
My role
I stepped in after the acquisition as the senior operational lead. I stabilised immediate priorities, translated the new owners' expectations into an operating plan and established:
- clearer responsibilities and decision authority;
- a consistent management and reporting rhythm;
- agreed priorities, escalation routes and coordinated delivery.
What changed
Both businesses regained operational stability and moved to a clearer, more controlled operating model.
Managers could take greater ownership within defined boundaries, while the CEO and board gained better visibility of performance, risks and progress. This created the operational foundation needed for integration and the next phase.
Anonymised, based on previous operational leadership experience.
Recently completed a sale or acquisition? Let's establish what the operational transition now requires.
Where we start depends on what stage you are at.
A focused review
Where the operational position isn't yet clear and needs establishing before committing to further work.
A defined project
Where the change that's needed is already clear and needs someone senior to lead it through.
Fractional operational leadership
Where the transition needs sustained, regular senior ownership rather than a single piece of work.
Preparing for a sale, considering an acquisition or working through the transition afterwards? A short conversation can help establish what needs to be evidenced, strengthened or delivered operationally.