Seller FAQ

Questions owners commonly ask when considering a sale or succession plan

Q: What kinds of businesses do you buy?

A: We acquire assisted living communities, home care agencies, and adult day centers — mission-driven, community-focused operations with strong local reputation.

Q: What are your financial criteria?

A: Our standard criteria include annual revenues of $2 million or more and annual cash flow (SDE/EBITDA) of at least $450,000. (brochure wording preserved)

Q: How confidential is the process?

A: Confidentiality is central to our approach. We begin with a confidential intro call and protect sensitive information throughout diligence — only shared with key advisors under NDA.

Q: What documents should I prepare?

A: Use our Seller Readiness Checklist (available as PDF). Key items include 3 years of P&L, YTD financials, balance sheet, payroll reports, census or client lists (de-identified), licensing and survey reports, leases or ownership docs, and major contracts.

Q: How long does the process take?

A: Timelines vary by complexity. Typical flow: confidential intro → light diligence and indicative offer (2–6 weeks) → formal diligence & approvals (4–8 weeks) → closing & transition planning. We work to minimize disruption and accelerate paths that are well-prepared.

Q: Will you keep current staff and leaders?

A: We aim to preserve key staff and the community culture. Our transitions include leadership alignment and staff communications; in many deals founders remain in advisory or consultative roles per the agreed structure.

Q: What roles can the seller expect post-sale?

A: Options include full exit, phased transition, or retained advisory/consulting role. We tailor the structure to meet the seller’s goals and the organization’s needs.

Q: What fees are paid to brokers or advisors?

A: We maintain an open referral program and offer standard market referral fees for introductions that close. Contact us for current referral fee terms.

Q: Where do I start?

A: Step 1 — Clarify your goals.

The first step in succession planning is to clearly define your goals. Ask yourself whether you want a full exit, a partial sale, or a phased retirement. Consider the legacy outcomes that matter most to you, such as staff retention, preserving your brand, or maintaining your reputation in the community. It is also important to establish your ideal timeline for transition—whether that is within six months, one year, or three years. Taking time to clarify your vision will help you align decisions with both personal and professional priorities. Strong financial preparation builds confidence with potential buyers and ensures a smoother transition. Begin by organizing accurate financial statements and tax returns. Reduce owner add-backs that may make reporting unclear, and ensure all receivables and payables are current. If there are outstanding debts, address them where possible to present a clean financial picture. A transparent financial foundation reduces risks and makes your business more attractive to qualified buyers.

A well-structured business is more attractive to successors and investors. Take time to document all policies, systems, and procedures, ensuring continuity beyond your leadership. Invest in staff training and leadership development to build confidence in the team’s ability to sustain growth. Resolve any compliance issues in advance, such as survey findings, audits, or licensing concerns. Additionally, review contracts with vendors, payers, and landlords to eliminate potential obstacles.

Expert advisors are critical for a seamless transition. Engage your accountant or CFO to maintain clean financial reporting, and involve an attorney to manage contracts, liability issues, and transaction details. A broker or trusted partner can guide you through valuation and negotiations, while a wealth advisor can help with tax and estate planning strategies. Early engagement ensures you make informed decisions every step of the way. Surrounding yourself with the right experts also eases stress and prevents costly mistakes.

The final step is to map out the transition itself. Decide how involved you want to be after the sale—whether as a consultant, advisor, or not at all. Communicate your succession intentions confidentially to key managers and create a detailed roadmap for staff and residents to follow. Finally, protect your organization’s culture by defining what makes your community or agency unique and ensuring that those values are carried forward. A thoughtful transition plan reassures employees, residents, and families that the future is secure.