Management that stays
A strong team able to lead day-to-day operations beyond the owner’s departure.
Acquisition criteria
The right business.
The right foundations.
Our focus is a full acquisition of an established UK business where the people, economics and seller’s objectives support a workable transition.
01 / The essentials
A clear starting point.
| Indicative business value | £500,000–£2 millionOur current search range. Value is assessed alongside the financial profile and proposed transaction structure. |
|---|---|
| Profitability & cash flow | Profitable after debt servicingVerified earnings and available cash flow must support operating needs and acquisition debt, with room for the business to remain profitable. We assess this when financial documents are disclosed. |
| Track record | Three years or moreA consistent record of profitable trading, supported by understandable accounts. |
| Ownership | Founder-owned or family-ownedOwners considering succession or a complete exit. |
| Geography | United KingdomA UK-based business with its principal operations here. |
| Deal type | Full buyout · 100% controlAll company shares or the entire operating business. No minority stakes or joint ventures. |
The value range is indicative, not a commitment of available funding. Any proposal depends on due diligence, financing and agreed terms.
02 / Business qualities
More than
a set of numbers.
Recurring or repeat revenue
B2B contracts, renewals or repeat purchasing are attractive, without being an absolute requirement.
A diverse, loyal customer base
We assess concentration and retention in context, without a fixed customer-percentage cut-off or a required B2B/B2C mix.
An established asset base
Useful operating assets are a plus; their condition and ongoing investment needs matter too.
A clear product or service
A proposition we can understand and a credible reason customers choose it.
A strong market position
An earned reputation and advantages that help the business keep its customers.
A positive, ethical culture
People who treat colleagues, customers and suppliers responsibly.
Well-run and established
An operating business with reliable processes, sound records and enduring profitability.
03 / Outside our remit
What we do not buy.
- Start-ups, pre-revenue companies or unproven operations.
- Distressed businesses or situations requiring a turnaround.
- Businesses that cannot function without the departing owner.
- Minority stakes, partial investments or joint ventures.
- Businesses based outside the United Kingdom.
04 / Discipline
A fit that works
for both sides.
Being clear early makes it easier to decide whether a conversation is worth taking further.
The criteria help us assess whether the company can continue operating successfully after a sale, meet its obligations and support its people. If the fundamentals or proposed terms do not work, we will say so rather than encourage a process without a sound basis.
A strong company may still fall outside our remit. That is a question of fit, not a judgement on what the owner has built.
05 / Transaction structure
The economics
need to work.
A headline price is only one part of a transaction. The source of funding, timing of payments and obligations after completion matter too.
We may consider seller financing, deferred consideration or performance-linked payments where appropriate. These are matters for discussion and agreement, with the risks and conditions made clear. Acquisition finance is subject to availability and approval.
An acquisition may be made through a dedicated subsidiary. The acquiring entity and the final structure will be identified in the transaction documents.
Start a conversation
You’ve built something.
Let’s talk about its future.
A brief introduction is enough to begin. Tell us about the business, what matters to you and the next chapter you have in mind.