Ready does not mean finished.
A business does not need every system polished or every future opportunity captured before a sale is worth considering. What matters is whether its current reality can be understood: the product or service, the customer value, the operating model and the work that still depends on the owner.
Make founder knowledge portable.
The strongest preparation is often modest: write down the decisions that repeat, the customer questions that matter, the suppliers or systems that keep the business moving and the judgement calls that a new operator will need to make. This does not erase founder dependence; it makes it visible and manageable.
Be clear about dependencies.
Every business has dependencies. The useful question is whether they can be named: one customer relationship, a founder-led sales motion, a key platform, a narrow supplier base or a specialist workflow. Clear dependencies are easier to review than hidden ones.
Think about the transition before the transaction.
A serious buyer will eventually ask what stays, what changes hands and what support is possible. Thinking through that answer early gives an owner more control over the first conversation and makes the public brief more useful without exposing confidential detail.
Opens a short form for non-confidential context. Please do not include documents, credentials or sensitive financial information.