#buyingabusiness

The right valuation expert engaged early can strengthen a case, guide negotiations, and help parties resolve disputes more efficiently. #BusinessStrategy #BuyingaBusiness #DueDiligence #SellingYourBusiness #Valuation

This is just how I’m breaking down the numbers, not financial advice. Always do your own homework and due diligence before buying any business. Some links I share may be affiliate links, which means I might earn a small commission if you end up buying through them.

When should I contact a business attorney? Before signing anything or making an offer.

Is legal help only for large acquisitions? No—small and mid-sized purchases carry just as much risk.

Negotiating an M&A deal is a balancing act between risk, timing, control, and certainty. #BusinessTransitionandExitPlanning #BuyingaBusiness #M&A #SellingYourBusiness #SmallBusiness

When buying a business, buyers may use any 4 acquisition financing structures: cash purchase, third-party funding, seller financing, and stock swaps. #BusinessFinance #BusinessTransitionandExitPlanning #BuyingaBusiness #M&A #SellingYourBusiness

In mergers and acquisitions (M&A), closing day is not the finish line; it is the beginning of a demanding and often unpredictable post-closing phase. In fact, most of the risk in a deal does not lie in the negotiation of the purchase agreement but in the integration and performance that follow. In this phase, buyers must manage new personnel, protect customer relationships, integrate systems, comply with financial obligations, and monitor legal risks. Sellers must navigate earn-outs, indemnification exposure, and reputational concerns. Without disciplined planning and detailed execution, even a well-negotiated deal can unravel quickly. Pre-Closing Integration Planning No matter how thorough the diligence process has been, integration rarely succeeds without early planning. “Early planning ensures that integration aligns with the value the buyer expected when pricing the deal,” stresses John Levitske of HKA Global, LLC. In other words, valuation and integration must be aligned from day one. Diligence reveals risks, but integration planning turns those findings into actionable priorities. During diligence, buyers should analyze: - Financial systems and reporting capabilities - HR processes, employee classifications, and leadership structure - Technology platforms and compatibility - Operational workflows and bottlenecks - Compliance frameworks, licenses, and industry-specific regulatory issues - Customer concentration and renewal patterns Waiting until after closing invites disruption, inefficiency, and avoidable conflict. Building a Comprehensive Integration Plan A detailed integration plan typically includes: - Leadership alignment to establish who owns decisions. - Appointment of an integration manager or team with clear authority. - Workstreams dedicated to finance, HR, operations, IT, compliance, and customer engagement. - Communication protocols for employees, customers, vendors, and internal stakeholders. - A ‘first 100 days’ plan that identifies immediate priorities, risk alerts, and measurable milestones. - A 12–24 month integration roadmap that tracks long-term objectives such as system consolidation, leadership transitions, facility changes, and cultural alignment. Integration failures can be incredibly expensive post-closing. Companies that plan early spend less time recovering from preventable gaps. People and Culture While diligence often focuses on financial and legal risks, people are frequently the biggest post-closing challenge, notes Jacqueline Brooks of Duane Morris LLP. Employees experience uncertainty about job security. Managers may resist the new organizational structure. Founders may struggle to relinquish control. Cultural friction can reduce productivity, create inefficiencies, and put customer service at risk. Buyers can reduce cultural disruption by: - Identifying key personnel early and offering retention incentives. - Communicating with employees in a structured, transparent manner. - Clarifying roles, responsibilities, and reporting structures immediately after closing. - Providing training to align employees with new processes and systems. - Using transition services agreements to maintain continuity during changeovers. Because the legal landscape for non-compete agreements is shifting, companies increasingly rely on alternatives to protect themselves, including: - Non-solicitation agreements for employees and customers - Confidentiality and trade secret protections - Intellectual property assignment agreements - Deferred compensation structures tied to retention Managing culture is not just a ‘soft’ issue; it is a core financial risk that can threaten the deal’s expected return. Customer Stability: Protecting Revenue After Closing Customers tend to be sensitive to ownership changes, particularly in industries where service quality or personal relationships drive loyalty. Competitors often use the transition period to sow doubt or offer incentives to lure customers away. Michael Weis of Weis Burney LLC recalls one deal in which a customer representing roughly a quarter of revenue left ninety days after closing, dramatically altering the buyer’s financial assumptions. Such departures can impair cash flow, violate loan covenants, and require costly adjustments to strategy. To strengthen customer confidence, buyers should: - Create messaging that reassures customers about service continuity. - Retain key account managers during transition. - Review customer contracts for termination triggers. - Understand which customers are most sensitive to operational or cultural changes. - Meet high-value customers early when permitted by the agreement. Communication with customers must be proactive, consistent, and strategically timed. Too much communication can alarm customers; too little can encourage them to leave. Earn-Outs: Mechanisms for Alignment or Dispute Earn-outs are common tools for bridging valuation gaps when future performance is uncertain. But they also place the buyer and seller in a continuing financial relationship at a time when their incentives may diverge sharply. When buyers and sellers can’t agree on valuation, earn-outs fill the gap, but also create more room for disagreement. Common sources of conflict include: - Changes in accounting practices - Altered business strategies - Cost allocations that reduce earnings - Shifts in market conditions - Disagreement over seller involvement Because earn-outs are typically tied to EBITDA, revenue, or other performance metrics, even ordinary business decisions can affect payout amounts. Robert Londin of Jaspan Schlesinger Narendran LLP notes that well-constructed earn-out contractual provisions may take time and effort, but can reduce conflict on potentially misaligned incentives between a buyer and seller. In order to minimize conflicts post-closing, detailed drafting is essential. Agreements should: - Define financial metrics precisely and specify accounting methods. - Clarify what actions require seller consent. - Provide guardrails on operational discretion. - Establish clear reporting, audit rights, and documentation requirements. - Specify whether extraordinary events affect targets. - Use neutral third-party accountants or experts for rapid dispute resolution. Working Capital Adjustments Working capital adjustments are designed to ensure that the business is transferred with an expected level of liquidity and operational capacity. However, because these adjustments directly affect the purchase price, disputes are common. Adjustments often hinge on: - Inventory valuation methodologies - Accounts Receivable collectability judgments - Seasonal fluctuations - Vendor payment timing - Differences between historical and closing-date accounting practices In order to avoid or minimize conflict, parties should: - Establish a detailed sample calculation in the agreement. - Define key terms such as ‘GAAP,’ ‘ordinary course,’ and ‘consistent application.’ - Specify dispute resolution timelines. - Identify exactly how post-closing financial adjustments are calculated and reviewed. Insurance and Indemnification: The Buyer’s Safety Net While representations-and-warranties insurance (RWI) can mitigate risk, it is not a substitute for diligence. “The insurer’s underwriting mirrors the depth of the buyer’s diligence; gaps in diligence become exclusions in the policy,” warns Jacqueline Brooks. Indemnification provisions still play a vital role, particularly for: - Tax liabilities - Environmental matters - Employee benefits claims - Fraud - Data privacy issues Restrictive Covenants: Protecting Goodwill and Enterprise Value As Robert Connolly notes, restrictive covenants serve as an enforceable promise “not to do something that will impact the company or the sale. These promises, typically made by the seller, protect the buyer before and after the deal closes.” “If a seller plans to retire, that’s one thing; if they plan to start a competing business, the buyer must build protections into the agreement,” explains Phil Buffington of Balch & Bingham. Therefore, buyers will typically rely on: - Confidentiality agreements - Non-solicitation of employees and customers - Equity forfeiture provisions - Seller financing that provides leverage to enforce covenants Building Deals To Last The most successful deals are those built with the post-closing phase in mind. And while you can’t anticipate everything, you can prepare diligently. Diligent preparation includes: - Planning integration early - Communicating clearly with employees and customers - Drafting precise financial adjustment mechanisms - Understanding insurance and indemnification limits - Using strong covenants to protect goodwill To learn more about this topic, view Post Closing Issues Integration and Potential Buyer Seller Disputes. The quoted remarks referenced in this article were made either during this webinar or shortly thereafter during post-webinar interviews with the panelists. Readers may also be interested to read other articles about M&A. This article was originally published on December 10, 2025. ©2025. DailyDACTM, LLC d/b/a/ Financial PoiseTM. This article is subject to the disclaimers found here. Read the full article