Selling a business is tough.
Selling one during a marriage breakup or business partnership split… that’s a whole different level.
It’s emotional. It’s messy, and if it’s not handled properly, it can quietly erode the value of what you’ve spent years building.
I’ve seen great businesses lose momentum not because the business wasn’t strong, but because the situation around it wasn’t managed well.
This is not a topic that is easy to talk about- but sometimes life is not easy.
If you find yourself needing to sell under these circumstances, here are the key considerations and steps to get the best possible outcome.
1. Get aligned early (even if it’s uncomfortable)
This is where most deals fall over. If owners aren’t on the same page around price, timing, or expectations, buyers will pick up on it fast. And once they do, confidence drops…and so does value. Agree upfront on: • The decision to sell • Pricing expectations • How decisions will be made during the process
Without this, the sale can stall or collapse.
2. Protect the business at all costs
The business still needs to perform. Staff need stability, customers need confidence, and competitors don’t need to know what’s going on. Keep things tight, keep things confidential, and control the flow of information.
3. Don’t try to do this alone
This isn’t just a sale it’s also a separation. That means legal, financial, and emotional layers all at once.
Engage:
• Accountant (for tax implications and structure)
• Lawyer (for ownership, shareholder agreements, settlement terms)
• Business Broker (to manage the process and maximise value)
Trying to “save money” here often costs far more in the final result.
4. Take the emotion out of pricing
This is easier said than done. But buyers don’t pay for history or stress they pay for performance and future potential. A well-run process will always outperform an emotional one.
5. Stick to a clear process
Even when things feel urgent, discipline matters:
• Prepare financials and an Information Memorandum
• Qualify buyers properly • Manage negotiations objectively
• Allow due diligence to run professionally • Agree on clear transition terms
The more structured the process, the less room there is for conflict to derail it.
6. Finally be clear on what a ‘good outcome’ actually looks like
Is it the highest price? A clean break? Ongoing involvement? Reduced risk?
There’s no one right answer but without clarity, every decision becomes harder than it needs to be.
Having clarity will guide your decisions throughout.
A breakup-driven sale doesn’t have to mean a poor result. Handled properly, it can still achieve a strong outcome for both parties.
The key is simple:
Remove emotion from the process, bring in structure, and stay aligned on the goal.
If you’re navigating a situation like this happy to share some practical guidance – contact Mark Lewis on 021355569
