From Portland Business Brokers Group.
Write down the work only you know
List the decisions, relationships and technical tasks that still depend on you. Turn that list into a training plan while you have time to document the work.
Make room for the managers who will remain. A buyer needs to learn how the team runs the company, not just how to reach you when something is unclear.
Put boundaries around support
- Set the length of the transition and expected hours.
- Define remote help, site visits and travel.
- Agree who has authority to make decisions.
- Record compensation and how extra work is approved.
Coordinate the people and customer messages
Agree when staff, suppliers and customers will hear about the change. Closing dates can move, so communication should follow an agreed plan rather than a hopeful calendar date.
Do not promise absolute secrecy. Discuss who needs access to information, what protections are in place and what happens if the proposed sale does not close.
Match the role to the deal
A short training period is different from retained ownership or an employment agreement. Understand which role the buyer expects before accepting the offer.
If part of your payment depends on future results, review that condition alongside your responsibilities. You should know what you can influence and what you cannot.