Author: Rupert Trevelyan

Running and owning a business is a dream held by many of us? There are two main routes the first is starting your own business from scratch and the second is to buy an existing business. As a broker, Weybrook helps to facilitate the second route!

The advantages of buying

By buying a company you will be taking on an existing business that if you have done your research is already successful in its marketplace and capable of delivering sufficient cash flow to fund your future aspirations. It also means that you can operate effectively from day one without having to experience pains of starting a company from scratch. The advantages include:•

• A proven working business model
• Existing product or service
• Cashflow
• Premises and equipment
• Existing customers and suppliers
• Employees that know the business
• Systems and processes in place
• Reputation and brand name
• You are up and running without having to build  a business from scratch

Considerations

Taking on a business is a serious undertaking and will require a considerable commitment of time and capital. A buyer will be required to make a large investment up front, provide sufficient working capital to keep the business moving forward in the takeover period and beyond, plus be prepared to invest in parts of the business that may have been neglected or need stimulating to generate growth.

As a cautionary note, you should do considerable research into the company you are buying and the marketplace it operates in. Understanding the sellers’ reasons for exiting is always extremely useful to a purchase decision.

Deciding which business to buy

This is one of the most important decisions a purchaser will ever make, so it is worth investing time and effort into researching your target. Corporate purchasers will invariably have strategic reasons for making a purchase, which will guide their search. Private buyers and investors need to take into a number of considerations

•  What sectors do you have expertise and interest in?
•  What skill sets do you have and how do they match those requires to manage your acquisition?
•  Do you have (sufficient) funding in place to fund the purchase of the business, including stock at value and provide working capital to keep the business operational in the takeover period and beyond.
•  Will the business generate a sufficient return on investment?
• Is the majority of your capital funding property or a working business?
• Are you sufficiently committed to the business to drive it forward successfully and how does this fit in with your work life balance?
• The employees are critical going forward
•  Are the employees committed to staying with the company?
• Is there a strong management team capable of managing the business day to day?
• Are any of the customer relationships dependent on:
•      current employees?
•      the current owner and if so how are you going to hand over and protect            that relationship?
•  Is the business located in the right area for you and is it relocatable if it isn’t?• Do plenty of research – it is worth it.

Take a look here at the sort of businesses you can buy

The buying  process

https://www.weybrookbusinessbrokers.com/acquire-business/

Information Request

Once you have decided that you are interested in a company, you will request information and will be required to sign an NDA (non-disclosure agreement). If the company is being sold through a broker these requests will be directed through the broker

Open negotiations

Once you have sufficient information negotiations can begin with the current owners and the parties can together to build a deal that will satisfy all involved. One of the first points of negotiation will be price, At this point initial offers are not legally binding.

Spend time formulating a plan to work towards so that everyone is pulling in the same direction.

Evaluate the business

This is the stage when you will do a full evaluation of the organisation; how it is trading and what assets does it have and what are they are worth to you. You may well be advised to use a  specialist accountant to provide relevant expertise in a certain field or industry that can help inform your offer.

The Heads of  Terms Agreement

This where you bring together the key elements of the sale into a single document. This very important in marshalling the deal and parties involved ,and is usually drafted by a commercial lawyer for the buyer.

It includes:

•  Payment details,
•  Responsibilities,
•  Confidentiality
•  Timetables and deadlines
•  Completion

Due diligence

At this point in the buying process, you will be familiar with all the details about the company you are buying and the sales process. This is the stage where you bring in the professionals (lawyers and accountants)  to  do a detailed check/analysis covering

•  The accounts and finances
•  All legal documents including: leases, contracts, shareholder agreements
•  Operations
• Staff
•  Business practices

The Sale and Purchase Agreement

Once due diligence is completed you will lawyers will finalise the Sale and Purchase Agreement (usually drafted by the purchaser’s lawyers)This is the legal document that lays out the legal obligations of both parties and will signal the closing stage of the acquisition process.

Payment

The next step is payment as laid out in the Sales and Purchase Agreement. Depending on the scale  of the purchase there are a number of payment approaches:

• Loans
• Business Mortgages
• Cash
• Peer to peer lending
• Investment ( this can involve relinquishing partial or substantial control)
•         Angel investors
•         Venture Capital
•         Other companies
• Private means
• Larger acquisitions can involve complex financing from multiple sources.

Completion

Once the final documents are completed, contracts signed and payment agreement in place, the business acquisition is complete.

If you want to know more contact us on 07826 050690 or via this link

Global-M-A-Review-Q1-2018 (3) Top 5

As a farmer’s son I have always been a keen observer of the weather and how it affects the flora and fauna it comes into contact with. There is no doubt in my mind that there are very noticeable clues that our climate is changing.

There is also no doubt in my mind that climate change has always been a factor, much of Britain was once covered in ice and that ice has retreated significantly since these islands were in the grips of an arctic climate. Indeed ice ages have come and gone many times. Previous changes have been driven by mother nature, what is different this time is that mankind is accelerating the change with our carbon emissions.

The majority of rational opinion seems to accept that we are accelerating that change and there is now significant scientific support for this view too. We know there are some significant climate change deniers too. Whilst opinion is moving into acceptance mode, our actions as individuals, organisations, and governments are lagging behind.

True the Paris Climate Agreement which was signed by c. 174 countries in December 2015 looks to limit global temperature gains to well below 2 degrees centigrade this century and most signatories intend to play their part, but it is a voluntary agreement being put at risk by none less than the President of the USA.

Global warming, caused by CO2 emissions released into the atmosphere by burning fossil fuels, currently costs global GDP a staggering $1 trillion in damages p.a. Small wonder the UN, IMF and World Bank have all called for a carbon price: policy makers in government and corporations urgently need this price so they can account for the true cost to humanity of their decisions, activities, and investments.

I firmly believe every one of us has to play their part in challenging the naysayers and to make a contribution to protecting our environment and climate. As well as making lifestyle changes I am delighted to be marketing the World’s first scientifically based carbon pricing company.

Way ahead of the curve, the company I am bringing to market is the ONLY one in the world to have scientifically determined the true carbon price, based on the loss and damage caused by extreme weather events attributable to manmade climate change. This company alone can put a scientifically accurate $ price on this: dollars per tonne CO2 – not just tonnes of CO2.

This company’s exclusive, world leading IP and technology enables a huge range of unprecedented capabilities including: monetized carbon auditing of big-ticket projects like nuclear power plants; measurement of carbon liability of, say, proven reserves of oil companies; assessment of carbon liability Value at Risk (VaR) for asset managers across all industry and energy types including renewables.

So if you want to take a global leadership position in auditing your carbon usage, liability and the what value yours and other organisations have at risk, click on this link and if you are serious I can introduce you to the team.

I am not a climate scientist, climate expert or even a campaigner, but care passionately about this planet and the legacy we leave for future generations. So if I can find a buyer for the company I am representing, whom gives it a platform to ply its trade on a global stage, then I believe I will have made a small (albeit very) contribution to saving this planet. If you know a policymaker, asset manager, consultancy or government or academic body or corporation that is brave enough to take a global leadership position in carbon pricing then please pass this message on.

Rupert Trevelyan 

www.weybrookbusinessbrokers.com

A question prospective clients always ask me, is what makes you different from the competition? It is very tempting to polish up a gilt-edged response and I guess to a certain extent I have.

My journey to becoming a business broker, has been a long one, I have spent over 30 years running and marketing businesses, along the road I have been involved in a number of M&A transactions, plus in 2007/8 I lead a team attempting to buy a brewery. We were a long way down the line, had a good business plan in place and indeed had an initial financing ready to go. The clue is the year and the credit crunch put paid to our funding. I had to walk away and then spent 7 years running racecourses for the Jockey Club, which gave me strong hands-on experience running businesses.

Throughout the period at the Jockey Club I had a burning desire to own my own business and when I left I embarked on a journey trying to buy a number of businesses. It was that experience that opened my eyes to the fact there is a gap in the marketplace for brokers that really do offer a good service. All too often I found my self in a position where not only was I poorly briefed, but so to were the potential vendors. Talking to those vendors a few key realisations dawned on me, firstly I am extremely interested in small and medium-sized companies; they all have fascinating stories to tell and have in most cases have built excellent businesses. Secondly, my business experience helps me to understand owners, to empathise with them and help them. Thirdly, most of them have no knowledge of buying and selling businesses and need professional help.

Once the realisation dawned on me that there was a gap in the market for good business brokers and that I had the experience and skills to do the role, I started to develop a business model. I did look at a franchise option, but felt that their model was restrictive and that my vision for providing the very best service would only be partly achieved, unless I created my own business brokerage. The first thing I did was invest in my skillset and in training to reinforce my experience and to ensure everything I do is authentic.

Authenticity is important to me so when we created Weybrook Business Brokers there were a number of key principles that we agreed that will underpin the business:
> Every client is important to us
> We will take time to get to know them and understand their business and personal goals.
> We will focus on achieving results – the majority of our remuneration is dependent on achieving a sale or purchase.
> We will work with a limited number of clients and not adopt a volume model.
> Our focus is on selling businesses, helping buy businesses and advising businesses how to prepare for sale,
>We will walk away if we don’t believe we can achieve a sale
>We are with our clients from engagement to sale completion
> Our job is to make the transaction happen, we don’t offer financial or legal advice. We work with commercial lawyers, accountants and financial experts to facilitate deals.
>We don’t send clients to meetings unbriefed and attend all meetings, unless not required.
> We love what we do and therefore that will translate into offering our clients great service. If we care, it makes a real difference and we want to make a difference, whether it is finding the right qualified buyer for a communications agency, bringing to market a world leading carbon pricing specialist or helping a catering company achieve an exit.
>Professionalism, integrity and confidentiality drive our standards.

So to summarise I came to business broking from a strong platform, having run businesses and been through the buying process. I established Weybrook to provide a brilliant service to a small number of select clients. Our model is dependent on making transactions happen and not pocketing a large upfront fee. Above all we are in this business, because we love what we do, are interested in the businesses we work for and strongly believe that translates into offering an excellent and professional service.

Rupert Trevelyan
www.weybrookbusinessbrokers.com

“We have to make you aware that his condition is critical and that there is a risk that he may not make it!” those were the words the consultant anaesthetist delivered to my wife and me on Tuesday night. My son was in the back seat of a car that had hit the curb, left the road and somersaulted at high speed. All 4 of the young men who were in the car are in a critical condition, but thanks to the incredible staff of the NHS we are hopeful of a full recovery.

I love working and am building a business, my clients and business contacts are massively important to me, they are the fuel that drives me every day, but hearing those words was a stark reminder that whatever you do, you need to remember that is that it those that you love, that is truly the most important thing in your life.

As a broker I help business owners sell their business, I already encourage my clients to plan for life after their businesses have transferred, the conversation invariably moves to family, that will have even more poignancy from now on.

This accident has brought our family together even more tightly, and our thoughts are with the families and loved ones of the other boys involved. You don’t know what life will throw up, so my message is work hard, but make sure you make time for your family and loved ones.

Our son is still not out of danger, but we are sure he is in the best possible hands, I would like to say thank you to the fire service, ambulance service, police, the A&E and ICU staff at St George’s Hospital who have all played a part in helping. These people are truly special and we will always be grateful. Those that I have managed to speak to, have said they are just doing their job and they are, but you know what, without them, my son wouldn’t be still with us. THANK YOU, YOU ARE TRULY SPECIAL

Rupert Trevelyan

Managing Director

Rupert Trevelyan – Alumni interview (2)

This is an interview Rupert Trevelyan – Managing Director of Weybrook Business Brokers did with the School of CEOs after attending their Vital Few programme.  Please download.

Selling your business is a big decision, it means you will be disposing of something that has consumed your time, energy, passion and investment, not forgetting that of your staff too, so it makes sense to plan and get the best possible return. If over this festive season  you are considering selling, here are  some thoughts for you to consider:

Is the business attractive to potential buyers? Most buyers will want a viable business that delivers future growth and profit. To do demonstrate this your business needs to show sustained revenue and profit growth over a period of several years. It also needs to continue to function after the existing owners have exited, therefore you need to have a management structure and team in place that is transferable and will keep functioning and growing the business.

Is your business ready to transfer?. Once a buyer has made an offer, a period of due diligence will follow, no stones will be left unturned, so you will need to ensure everything is in order including:

• Certified accounts
• Sales figures
• Customer and supplier agreements
• Contracts and leases
• Shareholder agreements
• Staff contracts
• All legal disputes settled

When to sell? There is no doubt judgment is required to sell in the best market conditions, but if your business is not ready to sell, then you should implement a plan to get there, which could take several years. If you need to put a growth plan and a management team in place, start the process as soon as is possible. Once you have all the right elements in place then you can consider marketing the business. If you want help in preparing your business for sale go to: https://www.weybrookbusinessbrokers.com/preparing-your-business-for-sale/

How to sell. There are ways to promote and sell your business. without getting third parties involved and you may just get an amazing result, however, most business owners are not experts in selling businesses therefor our recommendation is to engage a broker, to help you market the business. You will also need a good accountant to ensure the numbers and accounts stand up and a commercial lawyer well versed in selling businesses to complete the sale.  To find out more go to: https://www.weybrookbusinessbrokers.com/sell-my-business/

At Weybrook we are always willing to help – so if you want to find out more call us 07826 050690 or register here: https://www.weybrookbusinessbrokers.com/contact-us/

There comes a time when many business owners want to retire, a proportion of them will sell up and achieve a return on investment for all their hard work, while too many miss that opportunity and wind down and cease trading. It really pays to plan your departure and put in place measures to make your business saleable.

In times gone by many small and medium-sized business owners have passed their business on to family members; this option is not as popular as it used to be, as it is less acceptable to pass a business to the eldest (often male) child and because family members are not interested or capable of taking it on.

The next best option is for owners to sell the business and extract some value from all their hard work. Recent research by Experian Corpfin suggests some 80,000 UK business owners aged over 60 simply stop trading each year rather than selling. This has to be a missed opportunity!

Not every business is saleable but planning ahead and putting in place an exit plan will give owners a fighting chance. Buyers are looking to purchase future cash flow and profit; to deliver that opportunity vendors need to put in place an exit plan that is attractive and delivers ongoing growth. This is not a quick fix and it is never too early to start your retirement plan as it will more than likely take several years to put in place!

One of the key components of the plan is having a management team in place that can continue running the business once the owners have exited. Too many entrepreneurs are integral to their businesses, which means that when they step away, so does the value of the business.

The next component is showing profitable growth at EBITDA (earnings before interest, tax, depreciation and amortisation) level. Many buyers still value businesses by applying a multiple of between 3 and 10 by EBITDA. Therefore, it is important to have finance policies in place that deliver as high an EBITDA as possible over a sustained period of more than 1 year. Hiring a part-time finance director to help you get your finances in order, can reap real dividends at this stage.

Ensuring there are no obstacles that may hinder the sale should not be left to the last minute. Vendors will need to make sure all leases and legal requirements are in order to allow new owners to make a quick change if they want to. All legal disputes need to be settled, customer and supplier agreements up to date and all shareholders supportive of the sale, to avoid difficulties in the due diligence process prior to the sale.

Continuing to grow the business is critical so owners must keep their focus until they exit; declining businesses are not attractive and will sell at a discount, if at all. It is also necessary to maintain momentum and assemble a strong team comprising: a broker to market your business and find appropriate buyers, an accountant to ensure the numbers are correct and give you taxation advice and a good commercial lawyer to look after your interests.

Make sure you don’t miss out and plan for a life after the sale. Good taxation and investment advice are essential, to enable the lifestyle you want and to ensure a happy retirement.

Rupert Trevelyan
Managing Director
Weybrook Business Brokers
www.weybrookbusinessbrokers.com
rupert@weybrookbusinessbrokers.com

https://www.divestopedia.com/7-fundamentals-to-due-diligence-you-need-to-know/2/8104?utm_campaign=newsletter&utm_medium=best&utm_source=11092017