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The M&A Closing Checklist Founders Can’t Afford to Skip
The Wise Exit Newsletter

In this week's issue:
The M&A closing checklist founders can't afford to skip
How to scale your business fast with this secret acquisition strategy
What the $3.1B acquisition of Kellogg means for you
A deadly trap I see far too many founders fall into
Let’s dive in.
🧠 This Week’s Big Idea
The M&A Closing Checklist Founders Can’t Afford to Skip
When founders think about selling their business, most imagine the buyer says “yes,” the paperwork gets signed, and the money hits their account just like that.
But the reality is, closing the deal is where things really start to get complicated.
Because between the final offer and the closing date, your team is responsible for delivering a massive volume of documents. And one small misstep can delay (or even derail) the entire transaction.
That’s why having a clear M&A closing checklist isn’t just helpful... it’s essential.
Here are a few things that are typically required before you can close the deal:
Corporate Documentation: Proof of ownership, bylaws, board approvals, and corporate records
Financial and Tax Records: Audited financials, tax returns, accounts payable/receivable, and updated forecasts
Contracts and Legal Agreements: Leases, customer and vendor contracts, NDAs, and IP documentation
Employee and Benefits Info: Organizational chart, offer letters, compensation plans, benefits summaries
Government and Regulatory Filings: Business licenses, permits, compliance documents
But while a lot of founders wait until the last minute to handle these things, preparing early, long before you're in the heat of a deal, can reduce friction and build buyer confidence.
One thing we always tell founders is that you don’t have to get it perfect, either. But you do have to get it organized.
Because once the deal gets to the finish line, a clean closing process can be the difference between a smooth transition and a missed opportunity.
Having trouble navigating this process? Our team is here to help. Just reply to this email or contact us here for more.
Curious What Buyers Would Actually Pay for Your Business?
Most founders undervalue what they’ve built or don’t realize which parts of the business turn buyers off.
But with a Certified Pro Valuation, we’ll help you:
Understand what your business is really worth in today’s market
Spot weak points before buyers do
Get a short list of serious buyers who are actively looking in your space
“Exitwise helped us turn an average offer into something life-changing.”
— Shawn McKenna, Founder, DataFuzion
Special offer for readers: Get 10% off your valuation today. Just use the code VALUE10 when booking your call below.
📰 Featured Blog Post
Tuck-In Acquisition Strategy: The Secret to Scale Your Business Fast
According to a recent McKinsey report, tuck-in acquisitions are among the six hottest trends currently shaping the hospitality and tourism industry.
This guide explores what tuck-in acquisitions are, how they integrate seamlessly into your strategy, and how you can use them to create lasting value for acquirers, target companies, and other stakeholders.
📰 In The News
Ferrero Set to Acquire Kellogg for $3.1B
Italian confectioner Ferrero Group is set to acquire the U.S. cereal brand we all know and love, Kellogg, for a reported $3.1 billion.
The acquisition positions Ferrero for a strategic leap into North America’s cereal and snack market.
Why it matters to you:
With Ferrero moving beyond just sweets and into cereals, it's an example of how legacy consumer brands are diversifying through acquisitions.
Even mature consumer-good companies are looking to bolt on adjacent categories to spur growth.
So if your business fills a growing niche or complements larger platforms, you might be on a strategic buyer’s radar sooner than you think.
Let this deal be a reminder that real demand isn’t just for scale, it’s for strategic fit and opportunity.
Want to explore how your business fits into the bigger picture? Contact us here to learn more.
🗣️ From Brian
I'm ashamed to admit this, but for the first decade (or two) of my career, I let my business define me.
It was how I introduced myself, how others judged my success, and how I justified missing time with the people I cared about.
Sadly, I see a lot of founders fall into that same trap, too.
How did you like this week's newsletter? |
That's all for this week. Until next time.
Best,
Brian