Most businesses are sold below their value because they go to market unexamined. We take on the full sale preparation in three structured months and lead your business directly into a competitive sale. Preparation and sale from one team.
No obligation. Limited number of mandates per quarter.
Last updated: July 2026 | Reviewed by the FISART senior team
The sale price rarely breaks on the operating numbers. It breaks in due diligence, when buyers find gaps, ambiguities, or risks that no one had documented cleanly beforehand.
Every one of these surprises is negotiating ammunition for the buyer. Price reductions, harder earn-outs, higher escrows, longer warranties, or in the worst case a process that collapses after months of work.
Most businesses are sold 15% to 25% below their value because they cannot prove what they are worth at the moment of sale. Roughly 30% to 50% of all signed LOIs fall apart before closing, almost always because of surprises in due diligence.
No obligation, 30 minutes, personally from the FISART team.
The risk of an unprepared sale
Your estimated sale value today
Typical DD value-destroyers
Loss avoided through preparation
$1,150,000
at an estimated sale value of $5M
Illustrative example based on typical DD value-destroyers. Actual effects vary by sector and starting position.
Our process as one continuous timeline: three months of structured preparation, then the competitive sale. Every step with a clear finding and a concrete output. The general steps of a business sale are laid out in how to sell a business.
Step 1
We examine like a buyer.
We put your business through the same checklists and the same depth a serious buyer applies in due diligence. Every gap that would later drag the price down, we find now.
Typical finding
8 to 12 DD-critical gaps
Output
Baseline valuation plus prioritized measures with a value uplift
Step 2
We fix what drags the value.
We work the levers a buyer discounts. What matters at the negotiating table, we deliver. What can only happen inside the business, we direct and your team executes.
Division of labor
We deliver, your team executes under our direction
Output
Normalized numbers, a buyer-ready data room, an equity story
Step 3
The sale-ready package.
An anonymized teaser, a confidential information memorandum, and a first indicative buyer list, with an updated valuation reflecting the potential now realized.
Output
A sale-ready package plus an indicative buyer list
Step 4
Competition instead of bilateral negotiation.
We systematically approach a curated buyer universe, several bidders in parallel, confidentially and under control, including international cross-border reach. That creates competition instead of a single negotiation.
Typical scope
Up to 150+ buyers approached in parallel
Output
Several qualified bidders in the process
Step 5
Several offers, negotiated in parallel.
Multiple offers in parallel, negotiated on price, terms, earn-out, and certainty of close. You see every offer side by side, transparently, and you decide.
Output
The premium over a quiet single sale
Step 6
Signature, money, clean handover.
You choose the best buyer (LOI). We manage due diligence, the agreement, and the handover through to payout, keeping the pressure high so the deal does not collapse at the last minute.
Output
Signature, money in the account, a clean handover
A classic M&A advisor takes the business as it stands on the day of the mandate and tries to get the best price. We go in a step earlier and make the business sale-ready first. That is exactly where the difference in the result comes from.
Lud sold two companies between 2020 and 2024. Six concrete levers made the difference. The same levers also make a business more profitable and less dependent on the owner, even without a sale.
First exit
ado Group, 2020
Outcome
Conventional sale
Bilateral negotiation with Deutschmann, one buyer at the table.
Second exit
INAI, 2024
Outcome
Strategic premium exit
Several bidders in parallel, Flyeralarm wins the structured process.
"ado Group was a good sale. But I only understood each of these levers systematically the second time. What we build with owners in preparation today is exactly what grew between my two exits. We just do it in a structured way, in three months, before we sell."
Ludwig Schroedl, Founder of FISART
Most owners arrive in preparation with an assumption of what their business is worth. They leave with a defensible valuation and a roadmap they can no longer shake off.
I came to FISART with the EBITDA from our tax accounts and the assumption that this was my value. Over the three months of preparation, Lud went through every add-back position with me, session by session, and said clearly what a buyer would accept and what they would not. What stood at the end was an adjusted EBITDA 22% above my starting number, cleanly documented. In the later due diligence, not a single position was questioned. Having someone go through this with you who sold INAI to Flyeralarm himself is a different conversation than with a classic M&A advisor. The preparation made the difference, long before the negotiation.
Markus K., Founder and Managing Director
B2B SaaS, €8.5M revenue
My biggest risk was me. Three key customers, all held personally through me. Already in the due-diligence simulation at the start, Lud spotted it, he knows this from his time at ado Group, and said plainly: the deal dies on this if we do not visibly defuse it in the three months. That is exactly what we worked on. We moved the three customer contracts onto the company rather than me, documented the key processes, and set up a clear deputization system that makes the second tier visible to a buyer. In the LOI conversation, the buyer named exactly that as one of the reasons he paid the full price. Without the preparation, I would have sold with that risk hanging on me.
Andreas H., Managing Partner
Machinery supplier, €14M revenue
What I underestimated beforehand: what three months of structured preparation really move. In that time we brought our reporting to buyer standard, visibly reduced the dependence on our largest customers, and set up the data room so that every typical buyer question could be answered in advance. In due diligence there was no surprise that would have pushed the price down. Our sale price ended up €1.3M above the valuation we had started with. In hindsight, the three months upfront were the most important investment.
Christian B., Founder and Managing Director
Specialty services, €6.2M revenue
Book a 30-minute strategy call. We give you a first read on the three biggest value levers in your business. No obligation, no commitment.
Book a strategy callReply within 48 hours, personally from the FISART team.