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
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Reverse Due Diligence
Buyer intent & behavior — how many deals do you pursue at once, and is “no deal” acceptable?
We keep a narrow pipeline so we can give each seller focused attention. At any given time we are advancing only a small number of live opportunities with clear owners, timelines, and defined next steps.
“No deal” is an acceptable outcome if the fit isn’t right. We would rather decline early—calmly and directly—than manufacture momentum or burn your time.
Capital reality — where does your equity come from, and when is financing actually confirmed?
Equity comes from Goldmont Holdings and committed partners. We do not rely on broad, uncertain syndication and are not obligated to a fund. We size deals to capital we control or have pre-wired access to.
Financing is confirmed in stages: soft confirmation at IOI, hard confirmation prior to LOI, with documentation of assumptions and any lender conditions before exclusivity begins.
Structure before price — how do you approach structure versus headline valuation?
We separate structure from price early so trade-offs are explicit. Cash at close, rollover, seller note, and any earn-back are modeled side-by-side against risks, covenants, and working-capital needs.
We explore multiple structures rather than a single “take it or leave it” option and make clear which assumptions must hold for the upper end of value to work.
Process discipline — what does your end-to-end process look like, and when is sensitive data required?
Our process is staged: intro & fit → mutual info exchange under NDA → calibrated IOI with written assumptions → confirm scope → LOI → confirmatory diligence → close. Each stage has an owner, checklist, and cadence.
We defer sensitive data until there’s a shared basis for value and a defined diligence scope. Scope is written, time-boxed, and adjusted only by mutual agreement.
IOI & LOI integrity — what makes an IOI “real,” and how do you treat assumptions and exclusivity?
A real IOI documents the core assumptions behind price and structure, the data we still need, and the specific reasons we’re a fit. We avoid placeholder numbers.
LOI terms clarify what’s binding (confidentiality, exclusivity, process obligations) and what’s not (purchase terms pending diligence). Exclusivity is treated as shared focus, not leverage.
Diligence & retrade philosophy — when would you seek to renegotiate?
We distinguish risk from imperfection. We consider renegotiation only when validated findings materially change the economics or risk profile versus the IOI/LOI assumptions (e.g., durable revenue misstatement, undisclosed liabilities, structural customer concentration, or talent/permit gaps that alter continuity).
Issues are framed with data, options, and a remedy path where possible. Opportunistic “price chips” are not our practice.
Post-close reality — what happens on Day 1, and what role does the seller play?
Day 1 is planned before close: payroll, vendor payments, banking, authorizations, and customer communications are lined up with a simple operating cadence and reporting pack.
Seller involvement is tailored: from brief transition support to defined part-time advisory. Employees are informed with a clear continuity message and a 30-60-90 plan.
Reputation & long-term intent — do you hold or flip, and how do you define a successful acquisition?
We buy to hold and compound. Success is stable continuity for customers and employees, disciplined cash generation, and a few focused improvements that don’t break what works.
We aim for prior sellers and advisors to be willing references. When a deal doesn’t proceed, we close the loop respectfully and explain why.
Who We Are & What We Do
Are you the actual buyer, or just a broker?
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.
Will you shop my deal around to other buyers?
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.
What deals have you actually done?
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.
How do you actually make money on my deal?
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:
Owning equity in the business after you sell.
Using conservative, right-sized debt so more of the value comes from
durable earnings, not financial engineering.
A future exit where we sell our stake at a sensible valuation once
the business has grown.
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.
What does your “no surprise retrades” pledge actually mean?
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.
What happens to my team after I sell?
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.
What usually changes in the first 90 days after closing?
The first 90 days are about stability and clarity, not sweeping changes.
We typically focus on:
Confirming what already works well and leaving it alone.
Making financials, reporting, and decision rights clearer for your leaders.
De-risking any obvious single-points-of-failure in systems or staffing.
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.
What happens to the information I share in the valuation tool or chatbot?
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.
Founder Role & Transition
What happens to leadership after I sell?
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.
What happens to my team after I sell?
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.
Do I have to stay after the sale?
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.
What if I want a fast exit?
Feasible with a clean data room, clear handoff artifacts, and available leadership continuity. We’ll scope the plan together.
Will I lose control?
Decision rights shift post-close. Influence can continue via advisory agreements and board/owner cadence.
Timeline & Expectations
What’s the typical timeline from intro to close?
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.
How often will we meet during the process?
Light weekly cadence: a 30–45 min check-in and a short Friday update (status, blockers, next steps). Ad-hoc working sessions as needed.
We gate access. Early requests flow through a single point of contact; team exposure increases only as needed and later in the process.
Do you require exclusivity?
Yes—during LOI. It keeps third parties aligned and prevents process churn.
Confidentiality & Data
What remains confidential?
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.
How do you handle sensitive data?
Private data room with role-based access; read-only connectors where feasible; no mass exports of PII; explicit limits on downloads and sharing.
Will you contact my customers or employees?
Only with your approval and at the appropriate stage. Reference calls are pre-agreed and limited.
Emotional & Psychological
What if selling feels like losing my identity?
Common and temporary. Many founders report greater clarity once the pressure lifts.
What if life feels flat post-exit?
That’s decompression. Purpose returns with rest and a new cadence.
What if my ambition fades?
Ambition shifts from reactive to intentional. We can discuss post-close projects or advisory roles.
Family & Relationships
How do I involve my spouse or family?
Set expectations early: timeline, confidentiality, and your preferred role post-close. We can host a joint call.
What should I tell my team, and when?
We’ll script timing and messaging together. Some leaders are informed during diligence; broader teams are informed close to signing.
Legacy & Community
Will my legacy endure?
Yes—brand guardrails and a stewardship plan preserve what you built while we scale responsibly.
How do you ensure continuity with customers and partners?
Transition plans, contract reviews, and service SLAs. We prioritize zero disruption during and after close.
Are you going to flip my company again in a few years?
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.
Advisors
What specific deal types and client profiles does Goldmont prefer?
We focus on founder-led businesses with stable earnings and strong customer retention, typically $2M–$30M enterprise value. We prioritize durable margins, recurring revenue elements, and defensible market positions.
How do you work with intermediaries and what’s your submission process?
We welcome teasers and confidential submissions directly. After review, we provide an initial fit response within 72 hours and outline a clear next-step path. No exclusive mandate required prior to LOI.
What differentiates your diligence approach from other buyers?
We emphasize focused, minimally disruptive diligence with phased information requests. Access is role-based, timelines are gated, and documentation flows are established up front to avoid rework.
Do you require exclusivity during the process?
Yes. Exclusivity at LOI protects deal momentum and ensures efficiency for the seller, advisors, and buyers working toward close.
What is your typical timeline from submission to close?
Timelines vary, but our intent is predictable cadence: quick fit review, tightly scoped diligence, and disciplined closing checkpoints. We aim for transparency around milestones and momentum.
Sellers
How do you determine valuation and what methodology guides your offers?
Valuation reflects normalized EBITDA, earnings quality, customer concentration, revenue durability, and growth visibility. We aim for defensible multiples and transparent rationale, not headline pricing.
What deal structures do you favor?
We typically pursue clean stock or asset purchases. Rollover equity is optional for sellers seeking continued upside, and earn-outs are considered when aligned incentives reduce execution risk.
Do you tolerate imperfect financials?
Yes. We prioritize coherence and visibility into drivers more than perfect GAAP presentation. We work collaboratively to clarify adjustments and understand historical trends.
How do you protect confidentiality and relationships during diligence?
We gate access, use NDAs, and never contact employees or customers without approval. Data room access is role-based and sensitive information is protected throughout the process.
What support can sellers expect post-close?
We emphasize continuity and operational stability. Integration plans prioritize employees, culture, brand equity, and customer experience. Sellers who wish to stay involved can retain defined leadership or advisory roles.
Investors
How does the independent sponsor model differ from a traditional PE fund?
Instead of a blind-pool structure, we raise equity deal-by-deal after sourcing and diligencing the opportunity. Investors decide with full visibility and can tailor participation per transaction.
What alignment mechanisms protect investor interests?
We co-invest alongside partners and structure performance economics through carried interest aligned to realized results. Governance rights, reporting cadence, and decision authority are defined upfront.
What is your typical investment horizon and exit philosophy?
We target long-term value creation over 3–7+ years with disciplined capital planning. Exit paths prioritize strategic fit and timing rather than forced timelines.
How do you manage capital certainty and deal execution risk?
We involve capital partners early, clarify lender terms before LOI, and avoid over-leveraged structures. Execution planning, risk gating milestones, and diligence sequencing protect operational continuity and closing certainty.
What reporting and governance can investors expect post-close?
We offer structured reporting, KPI dashboards, and scheduled performance reviews. Governance, rights, and communication channels are defined in initial agreements for predictable oversight.
