Frequently Asked Questions
Whether you’re a business owner considering what comes next, an owner-operator pursuing growth, or a broker representing an opportunity, thoughtful questions are part of the process. Below, you’ll find answers to some of the questions we hear most often.
Questions from business owners
Do I need to be ready to sell before contacting you?
No. An early conversation can help you identify what would make the company easier to transfer and more valuable later. You do not need to begin a sale process or make a decision during the conversation.
Is the conversation confidential?
Yes. We treat preliminary conversations discreetly and are willing to sign a reasonable nondisclosure agreement when appropriate. We do not contact employees, customers, vendors, competitors, or other third parties without permission.
What is my business worth?
Value depends on normalized earnings, consistency and quality of cash flow, growth outlook, customer concentration, owner dependence, management depth, assets, working-capital needs, capital expenditures, risk, and transaction structure. We will not suggest a value until we have enough information to support the discussion.
Do I need a broker?
No. We speak directly with owners and also work cooperatively through brokers and advisors. If you are represented, we respect that relationship and the agreed process.
What happens to my employees?
The team is often one of the company’s most valuable assets. We want to understand the people and roles required for continuity and growth. Specific staffing decisions depend on what we learn and cannot be promised before diligence, but we do not approach acquisitions as a simple headcount-cutting exercise.
Will you keep the company name?
We have a strong bias toward preserving valuable local brands and reputations. The right answer depends on the brand, market, growth strategy, and objectives of the parties, so we evaluate it together rather than making a blanket promise.
How long will I need to stay after a sale?
It depends on your responsibilities, the strength of the management team, customer relationships, licensing, and your goals. Some businesses need a defined handoff. Others benefit from longer involvement or a continuing ownership role. We discuss transition expectations early.
How will you finance an acquisition?
Depending on the transaction, funding may include personal capital, bank or SBA financing, seller financing, and equity from aligned partners. The structure must leave the company with sufficient cash flow for leadership, debt service, reinvestment, and unexpected challenges.
What information will you ask for?
We generally begin with high-level financial results, revenue mix, team structure, customer concentration, owner responsibilities, desired timing, and transition goals. More detailed information is requested only after both sides determine that further evaluation makes sense.
How long does selling a business take?
There is no universal timeline. Readiness of financial information, financing, diligence findings, licensing, real estate, working capital, and the complexity of the owner’s transition can all affect timing. We prefer to agree on realistic milestones and communicate clearly rather than promise a closing date before understanding the company.
What if Wasatch Legacy Group is not the right buyer?
We will tell you directly. When appropriate, we may be able to suggest a broker, advisor, buyer, or another resource better suited to the situation.
Questions from growth-minded owner-operators
Are you business consultants?
We are best described as business growth advisors and acquisition partners. We may help clarify strategy, but our primary interest is working alongside proven operators where acquisitions, capital, and hands-on strategic support can create shared long-term value.
Do I need an acquisition target before contacting you?
No. Defining the acquisition strategy before a specific deal creates urgency is often useful. We can begin by understanding your existing business and identifying what a complementary acquisition should look like.
Will I continue operating the company?
In a growth partnership, yes. The premise is that a capable owner-operator continues to lead operations. Roles, authority, ownership, compensation, guarantees, and decision rights must be clearly agreed before moving forward.
How is ownership divided?
There is no one-size-fits-all structure. Ownership reflects existing business value, capital, guarantees, operating responsibility, risk, and the contributions of each partner. We discuss economics after understanding the people, company, and opportunity.
Questions from brokers
What size opportunity should I send?
Our current target is commonly a $2.5 million to $5 million purchase price and approximately $750,000 or more in normalized SDE or EBITDA, with enough cash flow to support any necessary replacement leadership. We remain flexible for an exceptional strategic fit.
Will you consider businesses outside Utah?
Yes, when an effective owner-operator or general manager is in place or the transaction supports a credible local leadership solution. Adam and Nisha are based in Northern Utah and are not planning to relocate.
Will you respect my representation and fee arrangement?
Yes. We work cooperatively with brokers and do not seek to circumvent an introduced relationship.
How quickly will you respond?
We aim to acknowledge complete submissions promptly and provide focused questions or a reasoned pass. Complex opportunities may require additional review, but we will communicate rather than leave a broker wondering whether the opportunity was received.
Still have a question?
A private conversation can help clarify what comes next.
Tell us what you are considering, and we will respond directly and without pressure.