Here's How to Make Your Business Exit-Ready

Entrepreneur

a day ago

Buyers don't fear imperfection. They fear uncertainty. Clean businesses get offers faster and at better multiples.
Opinions expressed by Entrepreneur contributors are their own.
If you're building a business with the goal of eventually selling it, whether to private equity, a strategic acquirer or even a search fund, your exit won't depend just on how much money you make. It'll depend on how clean your business is.
Buyers are increasingly paying a premium for operational clarity: clean financials, structured operations and a team that's ready to scale. And the absence of these things? That's the fastest way to lose millions on valuation, even if you've built a profitable business.
Here's how to get exit-ready and a real example of a company that lost significant deal value simply because they weren't.
Related: 7 Preparation Essentials for Selling a Business
1. Clean beats clever: What buyers really want
We recently evaluated a fast-growing B2B SaaS company. On paper, it checked every box: over $1M in ARR, 70%+ profit margins, low churn, high organic traffic and an efficient two-person team. The kind of deal any buyer would get excited about.
But under the hood, it was chaos.
There was no standardized financial reporting. Customer retention data was inconsistent. Expenses were loosely categorized; everything from marketing performance to support SLAs lived in the founder's head.
Because of that, we couldn't underwrite it as a turnkey asset. Instead of offering a premium 4x-5x multiple (typical for comparable assets), we priced it closer to 2.8x ARR, factoring in the cost and risk of operational cleanup. They lost nearly 40% of their value, not due to bad performance, but due to a lack of systems.
2. Financials: The foundation of exit-readiness
The first thing any buyer asks for is your financials, and if they're not clean, expect the deal timeline to stretch or the offer to shrink.
Here's what "clean" looks like:
Accrual-basis accounting (not cash)
Monthly P&L, balance sheet and cash flow statements are consistently reported
Customer metrics like CAC, LTV, churn, ARPU, ideally broken down by cohort
A 12-24 month forward-looking forecast built from bottom-up assumptions
Even better? Use tools like LiveFlow or Fathom to build a dashboard that auto-updates with your financial and operational KPIs. This isn't about impressing a buyer; it's about building confidence and showing you run your business like an investor would.
3. Operational hygiene: Scale without the founder
The most valuable businesses are the ones that don't depend on the founder to function.
When we looked at that earlier SaaS deal, we saw that every customer ticket, every marketing campaign and every pricing decision flowed through the founder. No SOPs. No documented workflows. No delegation framework.
That meant the acquirer would need to rebuild the operating system from scratch, which directly impacted valuation.
Want to fix that? Start using tools like Notion or Process Street to create SOPs, checklists and role-based documentation. Make sure team members own specific KPIs. And start building workflows that can run without you.
Related: I Specialize in Exit Planning — You Need to Make These 5 Moves Before Selling Your Business
4. Build the team that buyers can plug into
Even if your team is lean, buyers want to see a structure they can build on, not a tangle of freelancers or founder-only dependencies.
Ask yourself:
Do I have a clear org chart (even if it's lean)?
Are roles and KPIs defined in writing?
Do I know which roles a buyer would need to hire post-acquisition?
For example, the company we reviewed had zero customer success coverage and no growth team. That meant we needed to staff key roles immediately post-close, which translated into more risk, more effort and a lower purchase price.
If you're bootstrapped and wearing multiple hats, that's fine — just be honest about it. But make sure you have a blueprint for what the company will need to scale, and price that into your operating model.
5. Forecast, don't guess: The value of a real plan
Exit-ready businesses don't just report the past; they can confidently project the future.
A buyer needs to know how your business will perform 12-24 months from now. That means your forecast should be tied to real input traffic growth, customer acquisition costs, churn rates and expansion revenue. And it needs to be regularly updated.
Not sure where to start? You can build a simple model in Google Sheets or use tools like Brixx or Finmark for SaaS-friendly forecasting.
Forecasts help buyers understand the upside and justify a higher valuation.
6. Due diligence as a mirror, not a test
Most founders treat due diligence like a test, a final hoop to jump through before a deal closes. But the savviest founders treat it as a mirror: a way to see how investable their company truly is.
The business we referenced earlier had never run a data room before. Their answers were delayed, documents were unstructured, and there was no central place to review customer contracts, churn data or financial history.
7. Build to sell, even if you never do
You might never sell your company. But if you build it like you will, you'll run it better, and if an unexpected opportunity comes your way, you'll be ready.
Here's the mental shift:
Start acting like a capital allocator, not just an operator.
Document your processes as if you'll hand them off.
Track metrics like a CFO, not just a founder.
If you do that, even unsolicited offers will come in stronger because your business won't just look good; it will be built right.
Related: The 5 Biggest Business Sale Mistakes...
Buyers reward clarity
Most business owners wait too long to clean up their financials or structure their operations. By the time they think about selling, they've already lost leverage.
Don't let that be you.
Build discipline early. Track what matters. Document everything. And design your business to scale without you at the center.
Because when it comes time to sell, buyers won't just look at your revenue.
They'll look at your systems.