Market Pulse

• Private equity sponsors are under pressure to return capital to investors. Many funds paused exits during the 2022 2024 slowdown and now need realizations before raising new funds. That pressure is expected to increase sponsor-led sale processes across 2026, particularly for portfolio companies held longer than typical fund timelines.

• Corporate restructuring and portfolio simplification are creating new acquisition opportunities in the middle market. Large companies may divest non-core divisions as they focus on core operations and redeploy capital. These carve-outs often attract private equity buyers that can operate the businesses as standalone platforms and pursue operational improvements after separation.

• Take-private transactions are continuing across several sectors as buyers identify public companies trading below asset value. Recent deals include the $3.4B take-private of Veris Residential by a consortium of investors. Similar situations often emerge when public market valuations lag operational improvements, creating acquisition opportunities for private buyers..

Community Spotlight

What Buyers Look for Before Acquiring a Founder-Led Business

Jed Morris, a former U.S. Air Force officer who became a serial acquirer of small and mid-sized companies, offers a buyerʼs perspective on what founders should focus on before taking their business to market. After leaving the military, Morris built a career acquiring and operating owner-led businesses and evaluating hundreds of acquisition opportunities. His experience reviewing deals gives him a clear view of the patterns that separate companies that sell quickly from those that struggle to attract serious buyers.

One theme Morris highlights is the gap between how founders perceive their businesses and how buyers evaluate them. Many owner-operators build successful companies through relationships, reputation, and hands-on leadership. While those qualities often drive growth, they can also create risk from a buyerʼs perspective. When key sales relationships, vendor partnerships, or operational knowledge are concentrated in the founder, the business becomes harder to transfer to new ownership. Buyers tend to discount valuations when they believe revenue depends heavily on the founder staying involved.

Financial transparency is another area Morris frequently sees owners underestimate. Buyers expect clean, consistent financial statements that clearly show revenue sources, margins, and historical performance. When accounting systems are disorganized or financial reporting mixes personal and business expenses, buyers often need to spend significant time reconstructing the companyʼs financial picture. That uncertainty can slow a deal or lead buyers to walk away entirely.

For founders thinking about selling, Morris suggests focusing on making the business easier for a new owner to operate. One of the most important steps is reducing dependence on the founder by documenting processes and delegating responsibilities to a capable management team. Buyers want to see that the company can continue running smoothly without the founder handling every decision.

He also recommends strengthening operational systems before beginning a sale process. That includes formalizing reporting, documenting key workflows, and building internal accountability around metrics like revenue, customer retention, and operating margins. Companies that track these metrics consistently tend to inspire greater buyer confidence during diligence.

Another factor Morris often sees influence outcomes is timing. Many founders start thinking about selling only after they receive inbound interest from buyers. By that point, however, they may not have had time to address operational issues or present the business in the strongest possible position. Owners who begin preparing well in advance are better able to shape the narrative around their business and resolve potential concerns before buyers raise them.

From the buyerʼs perspective, the companies that generate the most interest are those that demonstrate stable cash flow, clear operating systems, and leadership beyond the founder. When these elements are in place, buyers can focus on growth opportunities rather than risk mitigation. Morris notes that the difference between a smooth exit and a difficult sale often comes down to how much preparation occurred before the business was brought to market.

Thesis Principle

When founders sell their companies, the most successful transactions often prioritize continuity rather than immediate transformation. Many buyers deliberately retain the existing leadership team and operating culture because replacing management or changing processes too quickly can disrupt customer relationships and destroy institutional knowledge built over the years. As a result, founders evaluating offers focus on whether the buyer intends to preserve the team and transition gradually rather than overhaul the company immediately after closing.

Resources & Events

📅 IBBA Annual Conference 2026 (Minneapolis, MN - May 29-31, 2026) 

The industryʼs premier event for business intermediaries features a dedicated Marketplace for networking and workshops on valuation, recasting financials, and managing the due diligence process. Details →

📅 M&A Source Spring Conference (Minneapolis, MN - June 1-3, 2026) 

Lower middle-market advisors and private equity groups will convene for a "Deal Market" focused on building partnerships and surface-active transaction opportunities through structured networking. Details →

📊 Report Spotlight: 2026 M&A Outlook Report (Citizens Bank)

This outlook identifies a six-year high in dealmaking confidence, driven by stabilizing valuations and anticipated rate relief. It outlines how companies are preparing for a liquidity push in 2026, with nearly 80% of surveyed firms identifying as potential sellers due to improved market visibility and strategic growth needs. Read →.

For the Commute

The Landmines That Kill Deals (Entrepreneurial Capital)

QOE Prep founders Caleb Basile and Chloe Barger walk through the financial landmines that often derail small-business acquisitions during diligence. Drawing on experience across hundreds of deals, they explain how quality-of-earnings analysis verifies financial statements, reconciles books to tax returns and bank statements, and surfaces risks hidden in broker materials. The discussion highlights common deal killers, including revenue trends disguised as seasonality, customer concentration, aggressive add-backs, deferred maintenance, and weak receivable collections.