SELLING, WITH CLARITY
A manufacturing sale connects financial performance to the shop floor. Explain what is produced, which customers rely on it and what an incoming owner would need to keep quality and delivery consistent.
Start a confidential conversationWHAT A BUYER NEEDS TO UNDERSTAND
Break down performance by product line or customer where the records support it. Explain material inputs, labour, scrap and subcontracted processes. A change in product mix can make one period difficult to compare with another.
Separate theoretical capacity from the output achieved with current staffing, equipment and operating hours. Identify bottlenecks, maintenance needs and capital projects already planned. A buyer should be able to connect the production plan to the financial forecast.
List machinery, tooling and inventory with ownership and financing details. Identify slow-moving stock and customer-owned equipment separately. Discuss premises, intellectual property and quality-related obligations with the relevant advisors before defining the sale package.
Document the roles behind technical knowledge, quoting, purchasing and key customer relationships. Explain the supplier dependencies and approvals your business uses. Ask advisors to assess any consents or requirements triggered by the proposed transaction.
PREPARING FOR A SALE
Use this as a preparation checklist. An initial inquiry only needs your contact details and a brief introduction; keep sensitive records for a later, agreed review.
Explore business valuationFROM PREPARATION TO HANDOVER
Our business-value focus is approximately CAD5–50 million, not an annual revenue threshold. The preparation questions are editorial guidance; they do not establish a valuation, buyer interest or transferable approval.
Begin with a non-sensitive introduction. Keep customer identities, employee information and detailed financial records for a later, agreed review.
A LITTLE MORE CLARITY
That is a transaction decision, not an automatic requirement. Clarify whether the premises are owned or leased, whether property is included, and what arrangements would let the buyer continue operating. Review the alternatives with your advisors.
Map the decisions and processes that depend on you. Training, documentation and a realistic transition period can help a buyer understand the handover required. The proposed price and terms should reflect the actual business and the support involved.
BEFORE THE NEXT CHAPTER
Practical reading for owners thinking about what comes next.
YOUR NEXT CHAPTER STARTS HERE
Start with a confidential conversation about selling your business. A few details are all we need to begin.
A confidential first conversation
Space to explore your options
No commitment to list your business