Start with the operating story.
Write the shortest honest explanation of what the business does, who pays for it, how customers arrive and what an owner actually does. If this cannot be written clearly, a listing headline will only hide the work that a buyer later has to reconstruct.
Prepare evidence in the order questions arrive.
Define the financial periods and terms you use, identify the systems behind the figures and list the assets and accounts that are relevant to transfer. Do not send every sensitive document at once. Match each disclosure to a decision a credible buyer is actually trying to make.
Map dependency before someone else finds it.
List the relationships, platforms, channels and founder decisions that carry unusual weight. A dependency is not automatically a defect. It becomes a problem when it is hidden, has no mitigation or cannot be discussed as part of transition.
Finish with a handover question.
Ask what a buyer would need in the first weeks to keep the operation stable. The answer may be access, an introduction, a documented routine or a defined period of support. That answer turns a checklist into preparation for a real transfer.
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