For business buyers
Buy a business you can actually take over.
Financial and legal diligence tell you what you are buying. Rooney Advisors shows what still depends on the seller and helps move it into the company before you become the replacement.
The handoff problem
You can own the company before you know how to run it.
If work, judgment and relationships still route through the seller, you inherit the dependence or become the seller’s replacement.
What the company must receive
What gives the buyer control
At any stage
The starting point changes. The operating questions persist.
Clarify the operating handoff
Use available access to identify unanswered transfer questions, likely dependencies, and the evidence needed after close.
Direct the seller’s remaining time
Prioritize the decisions, relationships, knowledge, and workflows that must move while the seller is still available.
Build without becoming the system
Transfer authority and capability into management, then test whether the company can operate without routing everything to the buyer.
One operating role in the deal
Operating transferability belongs alongside the deal team.
Quality of earnings
Financial performance and earnings quality
Operating capability and dependence
Attorney
Legal structure, terms, contracts, and risk
How responsibility and execution work in practice
Lender
Credit and financing requirements
Whether management information and operating control support continuity
Broker or intermediary
Process, positioning, and transaction coordination
The handoff of day-to-day decisions, relationships and knowledge
A practical next step
Determine what must transfer for you to take control.
An engagement can begin before, during, or after the transaction when the buyer has sufficient access and authority to act on the findings.