Define what changes hands
Describe precisely what the proposed transaction includes: shares or individual assets, brands, property, inventory and ongoing projects. Separately identify the work currently performed personally by the owner. A customer relationship managed solely through the owner’s mobile phone is not yet a transferable sales process. The scope should include unresolved questions rather than anticipating a contractual solution or assuming ownership has already been established.
Make the numbers understandable
Prepare a clear bridge between annual accounts and current trading. One-off costs, personal connections and unusual revenue peaks need supporting evidence. Add the order book, customer concentration and expected investment requirements. Date each set of figures clearly. An organised data room helps only if the documents reconcile and the responsible people can answer questions promptly, without continually replacing versions through unsecured email attachments.
Plan beyond completion
Agree early how knowledge will be transferred, which decisions the new owner will take and when employees will be informed. A handover plan assigns dates and responsibilities. Qualified advisers should assess the tax and legal aspects of the agreement. Ultimately, the commercial success of succession depends on customers, employees and operations continuing to work together reliably after the transaction completes.
Jaba supports commercial decisions. Individual legal and tax advice is provided exclusively by separately engaged, appropriately qualified professionals.