
The documents and records a buyer asks for, and how to have them ready before the request arrives.
Due diligence works like an audit, and the questions are predictable. You can prepare for them, and preparation helps keep the price from moving between heads of terms and completion.
Buyers spend most of their time on the files, and what they find affects the price.

Examples include defined-benefit transfer advice, unregulated or illiquid holdings, a concentrated position that looked sensible at the time, a settled complaint, and a period when file standards slipped because somebody was ill.
None of these need stop a transaction. Each of them does more damage if a buyer finds it first. If a buyer finds an issue you did not disclose, they will question what else you have not mentioned.
A buyer who intends to look after your clients will want to know what you have promised them beyond the service agreement. This means the things you have said in meetings over twenty years, for example: Whether you always take their calls. Whether you go to the funerals. Whether the relationship is with a firm or with a person.
If a buyer does not ask about them, ask the buyer how those clients will be looked after.
Prepare three things, which a well-run firm should have anyway:
The readiness check is a twelve-question version of the same exercise, and it takes two minutes.

How a buyer values the ongoing advice fees of your firm, and what reduces that value.
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Fifteen questions about your clients, the transaction and the buying firm.
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What novation means for a client, and why Securo writes it into the arrangement from the start.
Read itSteven Bates, Director of Advisory at Equity & General, takes the first call with every adviser. Ring him on 020 8396 0486 or send a short note about your firm.