Seller FAQs

This usually has two parts to consider:

• Financial: Will the sale proceeds plus your other assets support your next chapter (retirement, another venture, etc.)?

• Personal: Are you mentally and emotionally ready to step back from daily operations?

Common reasons Montana owners decide the time is right include:

• Retirement or relocation

• Health considerations

• Burnout or wanting a different pace of life

• Desire to de-risk and diversify personal wealth

If you’re unsure, a confidential valuation and strategy discussion can help you understand what your business might be worth today and whether now is the right time to move forward or prepare for a future sale.

On average, most small to mid-sized businesses take 6–12 months to sell. Some go faster, some take longer. Timing depends on:

• The size and type of business

• The quality and clarity of financial records

• Current market conditions in your industry and region

• How prepared the business is before it goes to market

• How realistic the asking price and terms are

Our goal is to avoid rushed decisions and also avoid deals dragging on unnecessarily. We’ll talk honestly about timing so you can plan around retirement dates, leases, or other milestones.

Most privately held businesses are valued based on a combination of:

• Cash flow / earnings (often Seller’s Discretionary Earnings or EBITDA)

• Industry multiples and recent comparable sales

• Quality of financial records

• Customer concentration and risk

• Strength of your team and systems

• Growth potential for a new owner

In Montana, location and local market dynamics also play a role. A business in Whitefish or Bozeman, for example, may be viewed differently than one in a smaller, more remote community.

We provide confidential valuation guidance so you understand a realistic price range before the business ever goes to market.

You can try to sell on your own, but there are trade-offs. A business broker helps you:

• Price and structure the deal based on real data and market knowledge

• Maintain confidentiality so employees, competitors, and customers don’t panic

• Screen and qualify buyers before sharing sensitive information

• Package the business so it’s easy for buyers and lenders to understand

• Navigate negotiations, due diligence, and closing without losing momentum

• Stay focused on running the business, so performance doesn’t dip while it’s for sale

Most owners only sell one business in their lifetime. We do this work every day and bring that experience to your side of the table.

Confidentiality is one of the biggest concerns for Montana owners—especially in smaller communities.

We take several steps to protect you:

• Blind listings: We advertise the opportunity without using your business name or any identifying details.

• Non-Disclosure Agreements (NDAs): Before receiving your confidential information, buyers must sign an NDA.

• Screening buyers: We verify financial capability and seriousness before sharing detailed information.

• Controlled information flow: Sensitive details (customer lists, vendor terms, etc.) are shared in stages as the buyer moves through the process.

You decide when key employees, landlords, or advisors are informed. We work with you to time those conversations appropriately.

To properly value and market your business, we typically need:

• 3–5 years of tax returns

• Recent profit & loss statements and balance sheets

• A current year-to-date financial statement

• List of major assets and equipment

• Details on leases, major contracts, or franchise agreements

• Basic information about employees, roles, and payroll (without disclosing personal details)

If some of this is not in perfect shape, that’s normal. We’ll help you understand what buyers and lenders will look for and how to organize it.

We regularly work with:

• Individual buyers looking to own and operate a small to mid-sized business

• Strategic buyers (competitors or companies in related industries)

• Financial buyers and investor groups

• Family successors or key employees, in cases where the best buyer may already be inside the business

Part of our role is to help you identify which types of buyers are the best fit for your industry, size, and goals.

Business brokers are typically compensated through a success fee (a commission) paid at closing when the business actually sells. In most cases:

• There is no large upfront fee to list the business

• We only get paid when you get paid

Specific fee structures depend on the size and complexity of the opportunity. We’ll explain the details clearly before you sign an engagement agreement.

Not always—but seller financing is very common in main street and lower middle-market transactions.

Offering reasonable terms can:

• Increase the number of qualified buyers

• Support higher pricing

• Help secure bank or SBA financing as part of a blended structure

We’ll walk you through what’s typical in your size range and industry, and help you decide what you’re comfortable with. The final terms are always your decision.

This is different for every business, but in general:

• Too early: Employees may become anxious and start looking for other jobs.

• Too late: It can make training and transition harder.

We’ll help you decide:

• Which employees are truly “key” to a buyer

• When to bring them into the conversation

• Whether to offer stay bonuses or incentives to help them support the transition

Most buyers want strong continuity. Showing that key employees are likely to remain can improve value and buyer confidence.

Many buyers will want some level of transition support from the seller. This might include:

• A few weeks of full-time training after closing

• A defined transition period (often 30–90 days)

• Limited consulting or support for a certain number of hours or months

The exact structure is negotiable, but being willing to help the new owner can:

• Make your business more attractive

• Reduce perceived risk for the buyer

• Support a smoother handoff for employees and customers

We’ll discuss your plans and boundaries up front so expectations are clear.

This is actually one of the best times to talk to a broker.

A few things that can make a big difference:

• Clean, consistent financials (and not running personal expenses heavily through the business)

• Reducing owner dependence by training your team and documenting processes

• Addressing obvious issues like outdated equipment, deferred maintenance, or expired leases

• Diversifying major customers or vendors when possible

• Resolving lingering legal or compliance issues

Even small changes made 1–3 years ahead can result in a higher selling price and easier transaction when you are ready.

There isn’t a single “perfect month” to sell, but timing does matter. We look at:

• Your industry seasonality

• How your trailing 12 months of performance will look to a buyer

• Broader interest rate and lending environments

The most important thing is to go to market when:

• Your financial performance is stable or trending upward

• You personally are ready

• The business is properly prepared and packaged

We’ll talk through these timing considerations during your initial consultation.

The first step is simple and confidential:

1. Schedule a no-obligation conversation.

2. We learn about your business, your goals, and your timeline.

3. We provide guidance on potential value, timing, and next steps.

From there, you can decide whether to:

• Move forward now

• Spend some time preparing the business

• Or simply gather information for future planning

You stay in control of the decision at every stage.