Thinking of Selling Your Business?

Paul is a seasoned entrepreneur with a strong background in business acquisitions, operations, and digital strategy. He has successfully bought and sold a business in the past and has advised multiple founders on preparing for exit and navigating the M&A process.

In addition to his acquisition interests, Paul runs a growing AI Communication and Automation Agency in the UK, supporting SMEs with AI integration and business process automation. His background in technology, marketing, and operations makes him particularly effective at identifying growth levers and streamlining post-acquisition integration.

Neil is a Chartered Engineer and entrepreneurial business leader with over 20 years of experience driving operational transformation and commercial growth across defence, aerospace, and automotive sectors. Leveraging his deep technical expertise and strategic leadership, Neil is now focused on acquiring and scaling SMEs in the UK.

Neil brings hands-on P&L ownership of over £5.8M and has led multi-disciplinary teams to deliver innovation, improve throughput, and scale capability. His experience includes leading complex engineering functions, aligning business strategy with technology roadmaps, and driving value through team development and process optimisation. He has also completed the Entrepreneurial Learning Programme at Oxford’s Saïd Business School, sharpening his commercial lens and approach to opportunity evaluation.

Together as Cogster Consulting, Paul and Neil recently came close to acquiring a £4M turnover commercial HVAC company, reaching an advanced stage of negotiations before the vendor withdrew for personal reasons. They gained critical insights into deal structuring, funding, and founder psychology.

This experience has strengthened their resolve to be acquisition-ready in future opportunities.

Together they have keen eyes for businesses with untapped potential, and both bring the operational rigour and strategic clarity needed to unlock growth post-acquisition.

Well, first of all, generally far less than you think. Most SME business owners have unrealistic expectations, which is why most negotiations fail at the onset. There are many different ways of valuing a business, but what it essentially comes down to is this: your business is only worth as much as someone else is willing to pay for it. And if you agree with that, then great.

We're open-minded — but ideally, we're looking for well-established, profitable businesses that can run day-to-day without the founder having to do everything. A solid team, good reputation, and a bit of structure go a long way. We’re not buying distressed businesses or wild turnarounds. Think “boring but beautiful.”

It depends, but if you're ready and the business is in good shape, we can move quickly — sometimes within 2-3 months. That said, most sales take around 3–6 months. We’ll work at your pace, not rush you.

That’s the plan. We’re not in the business of gutting companies — we want to keep the team, the culture, and the reputation you’ve built. If you’ve got good people, we want them to stay.

Not at first — and we completely respect confidentiality. Most sellers wait until a deal is progressing before letting staff know, and we’ll help you manage that when the time comes.

Probably for a short while, yes. Usually just to help with handover — think weeks, not years. We’re buying the business to run it, not to keep you stuck in it. We’ll agree upfront on what feels fair and workable for both sides.

Possibly, depending on the structure. If you're looking to stay involved or gradually step away, we can talk. Most of our deals are 100% buyouts, but we’re open to hybrid approaches where it makes sense.

In most cases, we want to keep it. If your brand has a strong reputation, there’s no need to mess with it. We’re not looking to wipe the slate clean — we’re here to build on what you’ve created.

We use a mix of our own funds and third-party finance depending on the deal. We're not relying on flaky investor pitches — if we move forward, it’s because we have the means to do the deal properly.

It’s definitely wise to have both. We’ll keep the process simple, but you’ll want someone in your corner to check the details. We’re happy to work with whoever you trust.

We get it — you don’t want rumours flying around. Everything you share with us is treated in strict confidence. No cold calls to your office, no surprises for staff or customers. We only go public when you’re ready.

That’s not necessarily a deal-breaker. We’ll look at the bigger picture — trends over time, not just a dip in one year. A bad year can happen for all sorts of reasons. Be honest with us and we’ll look fairly.

No worries. Until a deal is signed, you’re always in control. If you decide not to sell, we’ll wish you well and leave the door open for the future. No hard feelings.

It might be. If you're already thinking about it, it's worth having the conversation. The truth is, there's rarely a “perfect” time — but timing gets better once you have clarity and a plan.

We look at profit, systems, people, and risk — but ultimately, we value businesses based on what they can continue to generate without the founder. If you're deeply embedded in every process, it reduces the value. If the business runs well without you, that’s gold.

Not really. If you have basic financials and can explain how the business works, that’s plenty to start with. We’ll guide you through the rest step-by-step.

That’s fine — but we’re not brokers. We’re buyers. No commissions, no sales fluff. If you’d rather speak directly with someone who wants to acquire your business, we’re here.

We’ll be transparent about how we structure our offer and why. If it makes sense for both sides, it works. And you’re welcome to get an independent view from your accountant or advisor too — we expect that.

Only if it’s broken — which, if you’ve built a team you’re proud of, it probably isn’t. We want to preserve the feel and energy of what’s working, not rip it up and start again.

We’re not interested in distressed businesses, solo consultancies, or companies that can’t run without the founder present every day. If it’s dependent on your personal brand or you’re the only one holding it together, that’s probably not for us.

1. It’s worth less than you think — and that’s okay

We know, ouch. But this is probably the biggest misconception out there. Most business owners overvalue their business, usually because it’s their life’s work. Totally understandable.

• Buyers aren’t paying for your effort — they’re paying for future profit.
• If your business can run without you, it’s worth more.
• Being realistic from the start leads to far better outcomes.

2. Buyers hate chaos

If you’re the only one who knows how things work, that’s a red flag for buyers. Businesses that run like clockwork (without the founder doing everything) are far more attractive.

• Systems and processes matter more than shiny branding.
• Documented workflows and a good team go a long way.
• “Founder freedom” is often a sign of a sellable business.

3. You can keep it quiet (at first)

Worried your staff or competitors will find out you’re selling? Don’t be. The early stages of a business sale are completely confidential. No public listings. No drama.

• Initial conversations are private — just you and us.
• No one needs to know unless you want them to.
• We’ll help manage internal communication later on.

4. You’ll probably be involved — but only briefly

You won’t be tied to the business forever, but a smooth handover does require a little of your time. Usually a few weeks or months, depending on complexity.

• You’ll help transfer knowledge, not run the place.
• We’ll agree on what feels fair and works for everyone.
• The goal is for you to exit cleanly and confidently.

5. Curiosity is enough to start

You don’t need to be 100% ready to sell. You just need to be curious. If it’s on your mind, now’s a good time to explore your options — no pressure, no commitment.

• You might be closer to “ready” than you realise.
• Having a clear picture helps even if you delay selling.
• We’re happy to talk, even if it’s just for future planning.

In Summary

Selling your business isn’t about finding the perfect time — it’s about finding the right buyer. At Cogster Consulting, we buy businesses directly (no brokers, no nonsense).

1. Make yourself less essential

The more the business depends on you, the harder it is to sell. Buyers aren’t just buying your product or service — they’re buying a machine that runs smoothly without the original driver.

• Document your key processes — even the simple stuff.
• Train your team to make decisions without you.
• Try taking a week off and see what breaks (then fix that).

2. Get your financials in order

This one’s boring, but essential. Clean, clear financials = confidence for buyers. Messy books raise red flags and slow things down.

• Make sure your last 2–3 years of accounts are accurate.
• Separate personal expenses from business spending.
• Get help from an accountant if things are fuzzy — it’s worth it.

3. Strengthen your team

A buyer loves to see a competent team that can carry the torch. If you’ve got good people, show that they’re sticking around — that’s a big selling point.

• Invest in leadership or training if you're too central.
• Show that your staff are loyal and capable.
• If someone else can run the show, you’re on the right track.

4. Lock in recurring revenue (if possible)

Predictable income is gold in the eyes of a buyer. It shows stability and reduces risk. Even partial subscription models or long-term contracts help.

• Are there services you can package monthly?
• Can you retain clients with 6–12 month agreements?
• Even small steps toward recurring income add value.

5. Keep things simple, tidy, and transferable

Think of your business like a house you're preparing to sell. Buyers love neatness — not just in operations, but across branding, software, customer records, everything.

• Use common software/tools a buyer won’t struggle with.
• Keep contracts, leases, and licences easy to find and understand.
• Simplify wherever you can — nobody wants to buy spaghetti.

In Summary

Even if you're not planning to sell right away, making your business more sellable gives you more freedom — whether that means selling one day or simply having a business that runs better.

1. Profit, not potential

You might see loads of untapped potential in your business — and that’s great. But buyers pay for what the business is doing now, not what it could be doing. If the business isn’t profitable or predictable today, “future upside” usually doesn’t shift the price much.

2. A business that runs without you

If you’re the brains, heart, and soul of the company, that’s lovely — but hard to buy. What buyers want is a business that runs just fine whether you’re around or not.

• Can your team keep things moving without daily input from you?
• Are systems and processes written down and repeatable?
• If you left for a month, would customers still be happy?

3. Clean books and no weird surprises

Financial clarity is huge. Buyers want to look at your numbers and understand the story immediately. Confusing or “creative” accounting raises eyebrows — and slows things down.

• Can a stranger understand your P&L at a glance?
• Are there personal expenses mixed in? Time to separate them out.
• No one likes unexpected skeletons in the spreadsheet.

4. Strong customer relationships

Loyal, happy customers = a confident buyer. If you’ve got a stable base of repeat business, that’s a major asset. Especially if those customers stick around because of the service or product — not just because they like you personally.

5. Team, brand, and “reputation equity”

Buyers do care about your brand and your team — just not in the way you might think. A polished logo helps, but what really matters is: do people trust your business, and can that trust continue when you leave?

• Is your staff likely to stay post-sale?
• Do customers recommend you regularly?
• Does your name carry weight in your industry or community?

Final Thoughts

Buyers aren’t just looking to buy a business — they’re looking to buy peace of mind. The easier and more obvious you make that decision for them, the more likely you are to get an offer you’re happy with.

And if you’re not sure how your business stacks up right now, we’d be happy to chat it through with you confidentially.

1. Overvaluing the business

This is the #1 killer of deals. Many owners come in with inflated expectations — often based on emotion, time invested, or what they “heard someone else got.” But if your asking price is too far off market reality, buyers walk. No drama, they just vanish.

Fix it: Get a realistic sense of what similar businesses are actually selling for — not just listing for. We’re happy to give you a ballpark.

2. Poor financial records

If your numbers are messy, unclear, or full of personal spending, buyers get nervous. They don’t want to guess what’s going on. And they definitely don’t want to dig through a shoebox of receipts.

Fix it: Clean up your books. Hire a bookkeeper for a few months if needed. Clear, simple financials build instant trust.

3. The business depends too heavily on you

If you're still involved in every key decision, client relationship, and daily fire-fighting — it’s hard to imagine the business working without you. Which makes it hard to buy.

Fix it: Start stepping back. Delegate. Document. Make yourself less essential. (We know that’s scary — but it’s also a sign of a strong business.)

4. Cold feet and last-minute surprises

Sometimes sellers get cold feet and suddenly back out. Other times, buyers uncover a surprise — like a tax issue, a lost client, or an unmentioned lease renewal — and lose trust.

Fix it: Be upfront about any warts. Buyers don’t need perfection — but they do need transparency. Surprises kill deals faster than problems.

5. Too many cooks

Some deals get bogged down by too many advisors — each with their own agenda. Lawyers, accountants, consultants… all pulling in different directions.

Fix it: Keep your circle small. Use trusted advisors who understand small business sales — not just M&A lawyers who usually work on huge deals.

Final Thoughts

Selling your business doesn’t have to be a nightmare. Most failed sales are avoidable with a bit of honesty, preparation, and clear expectations on both sides.

If you’d like a friendly second opinion on your situation — or just want to know if now might be a good time — we’d be happy to have a no-pressure chat.

1. The relief is real

The moment you sign, there’s often a strange mix of “Did that just happen?” and deep exhale. All those years of pressure, decisions, juggling — gone overnight. For many sellers, that first week post-sale feels surreal… in the best way.

• You finally sleep through the night without mentally running payroll.
• Your phone’s quieter. Your brain’s quieter.
• There’s more time, and more space to think.

2. You might feel a little lost (and that’s normal)

Even if you were 100% ready to sell, identity can get tied up in a business. After the sale, some people feel a bit aimless at first — especially if they haven’t got a clear plan for what’s next.

• This isn’t failure — it’s decompression.
• Don’t rush into the next big thing unless it truly excites you.
• Give yourself permission to just… be.

3. You’ll probably still be involved (briefly)

Most deals include a handover period — a few weeks or months where you help the new owner settle in. It’s not full-time, but it is important.

• Expect to answer questions, smooth intros, and reassure staff/customers.
• It’s your chance to leave things on a strong, helpful note.
• Then, gradually, your inbox quiets… and that’s your cue to bow out.

4. Your team and customers will adapt faster than you think

Sellers often worry most about how their people will handle the change. But good teams, like good systems, usually adapt well — especially when the handover is handled with care.

• Keep communication honest, kind, and steady.
• Most customers won’t notice much — unless you tell them to.
• The smoother you are, the smoother they are.

5. Life after business ownership is… whatever you want it to be

This is the surprising part: there’s no single “right” way to move on. Some sellers start something new. Some consult. Some travel. Some just enjoy the quiet and catch up on lost time with family.

• You’re allowed to take time off — without a plan.
• You’re allowed to start again — or not.
• You did the hard bit. Now enjoy the freedom you’ve earned.

Final Thoughts

Selling your business is a big milestone — but it’s not the end of your story. It’s the beginning of a new chapter, with fewer headaches and a lot more flexibility. If you’re wondering what that next chapter could look like, we’re here for a friendly, honest chat. No pressure. No sales pitch.

1. “What are your plans for the business?”

This one matters more than you think. A good buyer should have some kind of vision — even if it’s flexible. If they’re vague or evasive, that’s a flag. You don’t need to agree with their plan, but you do want to know there *is* one.

2. “How will you finance the purchase?”

It’s not nosy — it’s necessary. Whether it’s personal funds, a loan, or investor backing, you need clarity here. A serious buyer won’t be offended. A flaky one might be.

3. “What do you want from me after the sale?”

Don’t assume they know. Don’t assume *you* know. Get this in writing. Will you be expected to stay on for 3 months? 6 weeks? Just for a Zoom call? Aligning expectations early avoids friction later.

4. “Have you bought a business before?”

First-time buyers aren’t a problem — as long as they’re honest, open to learning, and well-advised. But if they talk the talk without walking the walk… tread carefully.

5. “What happens if things don’t go to plan?”

No one loves this question. But it’s crucial. What if their funding is delayed? What if they miss a payment? What’s your legal and financial protection? These things can be structured kindly but firmly.

6. “Why this business?”

Their answer tells you a lot. Are they genuinely interested in your industry? Is it just a numbers game? Are they trying to buy a job, or scale something bigger? The more authentic the answer, the better your chances of a smooth, sustainable transition.

7. “How will you handle my team?”

This is one of the most emotional parts of selling. You’ve built a team. You want to know they’ll be looked after. Ask them directly how they plan to manage change, retain key staff, and honour any promises.

Final Word

You’re not being difficult by asking questions — you’re being diligent. A good buyer will respect that. If they’re transparent, thoughtful, and willing to build trust, the deal will feel better on both sides. And if not… well, that tells you everything.