Exit Readiness
The exit is approaching. But the operational basis does not yet support the equity story.
Typical Role: Interim Transformation Lead or Senior Operating Advisor
1
When the situation arises
Exit timetable defined, but reporting and KPI logic not yet DD-ready
Forecasts not robust enough to convince buyers or co-investors
Governance too person-dependent – becomes visible in the due diligence process
Operational performance good, but equity story cannot be clearly told
2
What's behind it
Exit readiness does not begin in due diligence. It begins 12-18 months before, in reporting, responsibilities, and forecast quality.
What looks like a communication problem is in most cases a management problem. That costs multiples.
3
How I intervene
(Interim Transformation Lead)
Days 01–30 (Exit Diagnosis) Gap Analysis: What is missing for DD suitability? Reporting, KPIs, Governance.
Days 30–90 (Operational Sharpening) Standardize KPI logic, establish forecast quality, document ownership.
From Day 90 (Equity Story) Align management presentation and operational basis.
4
What changes operationally
Reliable forecasts and consistent KPI logic
Governance and responsibilities suitable for due diligence
Management depth visible and documented
5
What changes are relevant to investors
Stronger credibility with buyers and co-investors
Equity story operationally sound
Higher exit valuation due to operational resilience
Related Situations
Leadership at risk
When leadership stability is crucial for the exit
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Execution Drift
When operational performance undermines the equity story
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Integration Overstretch
When Buy-and-Build integration becomes exit-relevant
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Discuss the exit situation confidentially.
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