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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