Questions worth asking before you sell.

There is no single deadline that makes every Florida company more valuable before 2027. I wouldn’t advise you to sell based on that claim. Your timing should reflect the condition of the business, the buyers likely to consider it and what you want personally. Start with what a qualified buyer would find today: supported earnings, a capable team and records that explain the results. We can then discuss whether to approach the market or spend time preparing. A calendar date is not a substitute for that assessment.

I start with the earnings and the evidence behind them. Seller’s discretionary earnings may be relevant for an owner-operated company; adjusted EBITDA may be more useful for a business with a management structure. Neither becomes a valuation simply by applying a multiple found online. Customer concentration, repeat revenue, owner involvement, growth, capital needs and deal terms also matter. I want you to understand the reasoning behind an asking range and what a buyer will need to examine. A brokerage market assessment is not a certified appraisal or a promise of a sale price.

Start with your goals before choosing a buyer category. An individual may plan to run the business personally. A strategic buyer may want to expand its services, territory or customer base. A private equity firm or portfolio company may consider a standalone investment or an add-on acquisition. None is automatically the best choice. Compare the buyer’s funding, decision process, proposed conditions and expectations for your role after closing. I would rather assess an actual offer than assume that a buyer’s label tells us whether the deal works for you.

Your CPA’s existing work and a transaction-specific quality of earnings review can serve different purposes. The scope matters. An independent QoE team may examine earnings adjustments, revenue patterns, customer concentration and working capital. The question is what the historical results support and what deserves closer attention before a buyer commits. Discuss the appropriate scope and timing with your CPA and other advisors. I coordinate information requests and communication. Your independent advisors perform the diligence. I do not audit or independently verify supplied financials or provide a QoE opinion.

We can begin with a private conversation before deciding whether to market the business. If you proceed, confidentiality needs an agreed process: a description that avoids identifying details, buyer qualification, an NDA and staged access to information. We should discuss when to disclose the company’s identity and how to handle contact with employees, customers and landlords. An NDA alone is not the entire plan, and no process eliminates every risk of disclosure. You should understand what is being shared, with whom and at what stage.

Start with the issues most likely to affect a buyer’s confidence. Can someone follow the financial results without a long verbal explanation? Are add-backs documented? Does one customer account for a large share of revenue? What stops working when you take a week off? A professional practice may need to examine client retention and partner dependence. A service company may need clearer management responsibilities. A pizzeria may need to address its lease, delivery expenses and the owner’s operating role. Identify the priorities before spending money on preparation.

The price is only one part of the economics. An offer may include cash at closing, a seller note, an earnout or an ownership interest in the acquiring structure. Those have different conditions, risks and timing. Financing contingencies, working capital adjustments and post-closing duties also matter. Separate what is payable at closing from what depends on future events. Your attorney and CPA should review legal and tax consequences. My role is to help you compare the business terms clearly so that you understand what you are accepting.

Be cautious about a promised closing date before anyone has reviewed the company. Preparation, buyer qualification, negotiations, financing, diligence and third-party approvals all affect the schedule. Initial buyer interest is not a signed agreement or completed underwriting. Identify dependencies early: landlord consent, key contracts, licenses, financial records and funding. Once I understand the business and proposed transaction, we can discuss a practical schedule. Ask what needs to happen next, who is responsible and what could delay it—not just how many months the whole process might take.

Location can matter, but it does not establish a premium on its own. For a business serving local customers, lease costs, accessibility, staffing and proximity to clients may be important. For an IT services company or practice with customers across several states, contracts, retention and earnings may carry more weight than the office address. Distinguish the operating business from any real estate included in the sale. I would examine how the location supports revenue, costs and transferability rather than assume a recognized Miami address justifies a higher multiple.

We start with your business, approximate revenue, timing and goals. If it makes sense to continue, we discuss the records needed for an initial brokerage market assessment, such as historical P&Ls, tax returns, a balance sheet and recent results. Share financial documents through an agreed process, not the public contact form. The initial brokerage valuation discussion carries no obligation to list. Any additional work and its scope are agreed separately. It is not a certified appraisal, audit, tax opinion or quality of earnings review.