Offers on the Table, But No Plan for “What Next”

A couple came to us while considering the sale of a privately owned telecoms services business that had been built over more than a decade. The company was performing well and buyer interest had returned after a previous sale attempt had collapsed late in the process. This time, multiple offers were on the table, with total potential consideration reaching several million pounds depending on structure and earn-out performance.

From the outside, it looked like a strong position.

One partner could clearly see the opportunity to realise value after years of effort. The other focused on the potential downside and long-term family impact.

They had two young children and were conscious that a sale would reshape not only their finances, but their daily life and future choices. Each discussion about offers led back to the same underlying question:

What happens after the deal completes?

They did not yet have a clear definition of “enough,” nor a practical picture of how sale proceeds would translate into sustainable income, lifestyle flexibility, and long-term security.

Without that clarity, it was difficult to judge whether the offers represented a good outcome or simply a large number.

Creating clarity before committing

We began by slowing the decision down and creating clarity before committing.

This sits at the heart of our Cash Out With Confidence approach.

Rather than starting with tax or investment products, we worked through a structured values and priorities process. This established what mattered most in practical terms. Time with family. Financial security. Flexibility over work. Health. Quality of life.

These priorities became the benchmark against which every sale scenario would be tested.

From there, we modelled multiple transaction outcomes.

Different sale values, fee levels, tax effects, and earn-out structures were mapped into long-term cashflow projections. This allowed them to see how life would look under each scenario, including education funding, retirement timing, core spending, and leisure spending.

Instead of reacting to headline valuations, they could evaluate outcomes based on lived impact.

This type of modelling forms part of our fixed fee financial planning process and underpins our wider exit planning for business owners work.

This put them back in control.

Structuring life beyond the business

Once the transaction was close to completion, the focus moved to structuring life beyond the business.

A post-sale framework was built to convert capital into sustainable income while preserving long-term flexibility.

A diversified investment portfolio was designed to support a defined monthly income level indexed over time. This level was sufficient to cover core lifestyle costs without forcing unnecessary risk.

Specific capital amounts were earmarked for planned home and family projects so that enjoyment spending was intentional rather than reactive.

Pre-sale pension contributions were maximised using available carry-forward allowances to improve long-term tax efficiency and strengthen retirement assets.

Cashflow mapping covered the timing of proceeds, tax payments, and reinvestment so that each decision was not being handled in isolation, using current guidance from HMRC.

From uncertainty to structure

By the time funds were received, the structure was already in place.

There was no scramble to decide where money should go or how much could safely be spent.

Income, reserves, investment risk, and future goals were aligned to the priorities established at the start of the process.

Following completion, they began simplifying further.

They started preparing to dispose of a smaller secondary business interest, reduced complexity in their life, and redirected time toward family and health.

Why this matters

This case highlights a common pattern in founder exits.

Strong offers alone do not create confidence.

Confidence comes from understanding how proceeds convert into a workable life plan.

When values, spending needs, tax timing, and income sustainability are modelled before and immediately after a sale, decisions become easier and steadier.