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Practical answers to the questions that come up once you’ve thought seriously about a sale — timing, process, confidentiality, and what actually happens after LOI.
This page isn’t a pitch and it’s not a substitute for legal or tax advice. It’s here so you can sanity-check assumptions and understand how we operate, without booking calls or entering a process.
Last updated: Dec. 12, 2025
We buy companies directly. Goldmont is not a business broker and we don’t run auctions or blast your information to a list of buyers.
When we sign an NDA and review your materials, it’s for our own underwriting and our capital partners, not for a marketplace. If there’s ever a scenario where bringing in a co-investor or a strategic partner makes sense, we discuss it with you first and only move forward with your consent.
No, we do not quietly “shop” your deal behind the scenes. Our approach is relationship-first, not listing-first.
If we believe your company might be better served by a different type of buyer (for example, a strategic acquirer or a different capital profile), we’ll tell you that directly and, if you’d like, make a warm, permission-based introduction instead of broadcasting your financials.
We’ve been in active acquisition conversations and have walked away from several opportunities that didn’t meet our underwriting standards or “fit” requirements. We’d rather lose a deal than force one. Zero closings to date. What matters for you as a seller is not a logo page—it’s whether the buyer can run a disciplined process and close cleanly. When Goldmont moves to LOI, it’s with intent to close, supported by experienced investors and advisors, and a conservative financing posture designed to avoid last-minute renegotiations. If you’d like, we can cover authority (who signs), equity path, and proof-of-funds timing in the first 10 minutes of an introductory call. We focus on a small number of well-understood, cash-flowing businesses rather than high-volume deal flow. That means you won’t see dozens of tombstones on this page—but you will see depth in how we think about valuation, structure, and integration.
On an introductory call, we can walk you through anonymized examples that match your situation (revenue band, industry, owner goals) and show how we structured those transactions, what changed in the first 90 days, and how the prior owners were treated throughout the process.
We don’t earn success fees or commissions on your transaction. Goldmont makes money the same way a long-term owner does: from the cash flow of the business over time and eventually selling our stake at a fair multiple.
In plain terms, our economics usually come from:
Your outcome is driven by the purchase price, structure (cash, rollover, earn-out), and how we treat the company after closing. Our outcome is driven by how well the business performs after we’ve taken the risk. That’s why we’re aligned in wanting a clean, durable company—not a “win” in negotiation at your expense.
It means we don’t use a high initial number just to get you off the market and then chip away at it during diligence.
Our IOI and LOI ranges are based on the real economics of your business and the information we have at the time. If new, material information comes up in diligence, we’ll walk you through it, line by line, and explain how it impacts value. If nothing material changes, we expect the agreed economics to hold.
In plain terms: no games, no last-minute gotchas. If we can’t stand behind a number, we don’t put it in front of you.
Your people aren’t an afterthought in the deal—they’re part of the reason we’re interested. We don’t come in with a “clean house” mindset or automatic layoffs.
Before we make any changes, we map how your team actually works today: who your key players are, where the hidden load-bearers sit, and which roles are mission-critical. From there, we use our Growth Sequencing model to add structure, clarify roles, and remove bottlenecks before we adjust headcount.
Where there are gaps, we supplement with fractional executives and specialist leaders who support and develop your existing team instead of simply replacing them. The goal is a smooth transition, clear communication, and a path where your best people can stay, grow, and win in the next chapter.
The first 90 days are about stability and clarity, not sweeping changes.
We typically focus on:
We do not walk in on Day 1 with a list of layoffs, pricing hikes, or major customer changes. Any structural changes are planned with leadership, communicated thoughtfully, and sequenced so the business can keep running smoothly through the transition.
Anything you share with us is treated as confidential and used for one purpose: helping you understand fit, valuation, and potential deal structures.
We don’t sell your data, and we don’t use details about your company as marketing fodder. If you decide not to move forward, your information doesn’t suddenly become part of a “deal list” sent to other buyers.
For deeper reviews (full financials, customer lists, proprietary processes), we always move under a formal NDA so there’s legal protection behind the trust as well.
We don’t flip your business or throw your team into chaos. Our first step is to put clear structure and reporting in place across finance, operations, and decision-making.
Once the foundation is solid, we fill any gaps with fractional executives—often former Fortune 500 leaders— who support and coach your existing team rather than replace them.
Internally, we call this our Growth Sequencing model: structure first, leadership second. For you and your employees, it means a calmer transition, continuity for the people who helped you build the business, and a clear path for the next stage of growth.
Your people aren’t an afterthought in the deal—they’re part of the reason we’re interested. We don’t come in with a “clean house” mindset or automatic layoffs.
Our first step is to understand how your team actually works today: who your key players are, where the hidden load-bearers sit, and which roles are mission-critical. From there, we use our Growth Sequencing model to add structure, clarify roles, and remove bottlenecks before making any major changes.
Where there are gaps, we supplement with fractional executives and specialist leaders who support and develop your existing team instead of replacing them. The goal is a smooth transition, clear communication, and a path where your best people can stay, grow, and win in the next chapter.
No. You have options: a clean exit at close, a 30–90 day advisory handoff, or a longer leadership role if you want to stay involved. We’ll document the plan in the 90-day transition roadmap so there are no surprises.
Feasible with a clean data room, clear handoff artifacts, and available leadership continuity. We’ll scope the plan together.
Decision rights shift post-close. Influence can continue via advisory agreements and board/owner cadence.
Intro call (week 1) → indicative range (24–72 hrs) → LOI (1–3 weeks) → confirmatory diligence (45–90 days) → close. Speed depends on data readiness and third-party reports.
Light weekly cadence: a 30–45 min check-in and a short Friday update (status, blockers, next steps). Ad-hoc working sessions as needed.
LOI signed → QofE kick-off → legal docs (PSA, ancillary) → financing approvals → closing deliverables (consents, schedules) → funds flow & handoff plan.
B2B software/data, recurring services, and tech-enabled platforms with durable demand and healthy unit economics.
We look at trajectory, retention, margins, and concentration alongside size. Strong fundamentals can trump scale.
That’s common. We prioritize signal over polish and focus on stabilizing operations in our 90-day plan.
Entertainment, highly seasonal categories, fitness, heavy construction, and certain highly regulated sectors.
Primarily U.S./Canada; selective UK/EU if operationally feasible.
EBITDA or ARR multiples adjusted for margin quality, retention/cohorts, growth durability, and customer concentration.
No, unless material new facts emerge. We document variances openly with evidence and dates.
When incentives align. We prefer clean exits but will structure earn-outs for specific goals.
No. Coherence and visibility matter more than perfection. We can work with “okay” books if we understand the gaps.
Independent sponsor model: we raise equity per deal and pair with prudent senior debt. Proof of funds provided at LOI.
Deal structure follows tax efficiency and operational simplicity for both parties. We’ll outline implications during LOI.
We set a normalized target (peg). Purchase price adjusts to the actual working capital delivered at close.
Yes—optional rollover to participate in future upside. Full exit also supported.
Finance (monthly P&L/BS/CF, AR/AP aging, tax filings), revenue quality (cohorts, churn, pricing), customers/contracts, tech & security, legal/compliance, HR & payroll, key vendors, and working-capital drivers.
Primary line is founder ↔ Goldmont deal lead. Specialists loop in: CPA/QofE ↔ controller/CFO; legal counsel ↔ founder’s counsel; tech/security ↔ CTO/IT lead; customer references ↔ selected accounts (only with approval).
We gate access. Early requests flow through a single point of contact; team exposure increases only as needed and later in the process.
Yes—during LOI. It keeps third parties aligned and prevents process churn.
Everything shared pre-close: financials, customer lists, code/IP, and strategy. We only disclose to engaged advisors under NDA and on a need-to-know basis.
Private data room with role-based access; read-only connectors where feasible; no mass exports of PII; explicit limits on downloads and sharing.
Only with your approval and at the appropriate stage. Reference calls are pre-agreed and limited.
Common and temporary. Many founders report greater clarity once the pressure lifts.
That’s decompression. Purpose returns with rest and a new cadence.
Ambition shifts from reactive to intentional. We can discuss post-close projects or advisory roles.
Set expectations early: timeline, confidentiality, and your preferred role post-close. We can host a joint call.
We’ll script timing and messaging together. Some leaders are informed during diligence; broader teams are informed close to signing.
Yes—brand guardrails and a stewardship plan preserve what you built while we scale responsibly.
Transition plans, contract reviews, and service SLAs. We prioritize zero disruption during and after close.
No. Our strategy is to buy and hold for 10+ years. We’re not a “buy, cut, re-sell” fund. We focus on durable, cash-flowing businesses we actually want to own for a long time. That changes how we structure deals — less fragile leverage, more emphasis on team continuity, and real investment in operations instead of short-term window dressing for a resale.
