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You’ve no doubt heard about last week’s meltdown of Silicon Valley Bank which, despite not being a household name, is one of the largest banks in the country and serves a substantial number of business clients, particularly those connected to VC. The bank’s collapse is already yielding widespread repercussions across the economy, including fear of bank runs throughout the world. Many are now calling for a bank bailout (even if they don’t like to use that term anymore, that’s what it is), meaning taxpayers would end up covering the losses for bank leadership’s failures. Some have even floated the idea

This is the final piece in a series on what you need to do if you’re the owner of a smaller company (arbitrary defined here as approximately $10MM or less in annual revenue) that you intend to sell at some point. The first article covered the most substantial and common problem, which is that you can’t expect to sell a business that has been built to depend upon you. The second article was about more specific operational concerns like those involving accounting or HR. As this series concludes, we’re going to cover the execution question: how can you actually go

In the previous article, we talked about the most important factor in determining your ability to sell your company on the private market: has it been built to depend upon you? Hopefully the answer is ‘no.’ If you don’t solve that problem, doing the things below won’t matter. But assuming you have built your business to not need you, or you’re in the process of making that transition, then there are a number of other things you’ll want to do in order to maximize your company’s saleability. A buyer wants to know what they’re getting into. It’s impossible to convey