Most owners dream of a clean, confident exit but quietly worry it will feel rushed or disappointing. This article helps you define what a real “win” looks like for you – financially, for your people and for your legacy – then turn that clarity into a simple exit project you can actually act on.

Many owners “plan” to sell in three years, then stay another five. This article shows you how to build an exit roadmap you will actually follow, with a clear sale window, quarterly priorities, named owners, and a simple monthly rhythm so your plan does not collapse the moment things get busy.

Many owners reach exit with a decent business but a thin support crew. Advice is fragmented, meetings feel disjointed and the owner ends up carrying most of the load. This article shows you how to define the advisory roles you really need, choose people who fit your values and create a simple rhythm so your accountant, lawyer, broker and others operate as a true team.

Many owners decide to sell because they feel done – tired, fed up or rattled by a scare. Buyers, lenders and valuers care less about mood and more about earnings trends, risk profile and deal conditions. This article shows NZ SME owners how to choose an exit window, review timing through life–business–market lenses, and use the waiting period to strengthen earnings quality, reduce risk and build buyer confidence so price and terms are driven by readiness, not a bad week.

Many owners focus on the deal and assume life after the sale will take care of itself. In reality, the hardest part starts once the cheque clears and the structure of work disappears. This article shows NZ SME owners how to treat “life after exit” as a project: clarifying ordinary-week lifestyle, realistic after-tax income, capital buckets, and new roles that provide purpose, connection and joy so the sale funds a chosen next chapter, not a lonely void.

Selling a business is billed as a commercial decision, but for most owners it feels deeply personal. Pride, grief, relief, fear and guilt can all show up during due diligence and negotiation. If you do not plan for that load, it leaks into rushed decisions, strained relationships and deals you later second-guess. This article shows NZ SME owners how to build a support crew, set emotional non-negotiables, spot red flags and plan for the “after” dip so the season is handled with care, not chaos.

Many owners run cashflow on instinct and last-minute juggling. It works – until a buyer asks for a clear view of the next 12–24 months and all you have is last year’s accounts plus a hopeful story. This article shows NZ SME owners how to build simple 13-week and longer-term forecasts they actually understand and use. The result is a forward-looking cash picture that supports your exit window, builds buyer confidence and turns “trust me, it’ll be fine” into evidence they can take to their bank.

Most owners have a number in their head about what their business is worth. When a proper valuation arrives, that hopeful figure often collides with market reality. It can feel like a judgment on your effort instead of neutral information about risk, earnings quality and future potential. This article explains the main valuation approaches in plain language, unpacks the drivers that sit under the headline number and shows how to turn a confronting report into a practical plan to strengthen value over time.

Many SMEs assume “the IRD is happy” means their numbers are sale-ready. Buyers see it differently. Cluttered charts of accounts, personal spending buried in expenses and one-off items hiding in profit all create uncertainty – and uncertainty reduces value. This article shows NZ owners how to rebuild their accounting from a buyer’s perspective: simplifying structure, clearly labelling personal and once-off items, and using a small set of regular reports they actually understand. The result is financials that are clean, credible and far more compelling at exit.