Buyer Processing Checklist: Fill & Download for Free

Hi, I run a company that routinely does technology due diligence for acquirers of software companies. Many buyers do this, and one advantage of having an independent third-party like us do the tech review is avoiding any exposure of intellectual property to the buyer. I agree with others here that now is not the time to try to refactor or change your code. What is helpful to us is:do a bit of spring cleaning - have old stuff you no longer use? Tests you never run anymore and are out of date? This is what git rm is for.Do some readmes. Have a source directory called “pikachu?” You may have thought it was cute, but without a ReadMe it is opaque to any reviewer. Spend your time creating some basic ReadMe’s describing the code layout, what’s where, what it does, how it interacts, how it’s deployed, etc.I always tell the companies we work with to think of us as a “new hire” developer on their team - what do we need to know to start exploring the code? Write that.Is your test process for release in your head? Write a simple checklist of what you do.These things are doable in a day or two and will make you show up way better and be appreciated!

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The process of selling a company is extremely stressful, no matter what the reason.It all starts with a general conversation showing mild to no interest, but it usually starts with a “…what if?” kind of question from an interested buyer or seller. That gets the discussion started. The gap in time between something happening and not happening after that varies, as discussions happen internally with the buyer before they express a strong interest. Most deals never go any further.I did have two offers come to me from companies completely out of the blue. They already did their homework and had a target price in mind. I turned those down.The ones I didn’t turn down start a process, usually under NDA at that point and it becomes very delicate because employees start to worry about your future and I cared very much about where and how they landed. This is an internal conflict because you’re never going to make everyone happy in a sale of your company, no matter what.Internally, we were wrestling with the decision to sell and if we should sell at all. I was worried about our future in the most recent sale and so I saw it as relief to investors and employees and we were all worn out. In prior company meetings, I made it clear that we were likely to be acquired at some point, and so I did a lot of talking to employees about who they didn’t want to acquire us and who they did. I was very open about our possible future.Hands down, not a single employee wanted to be acquired by Microsoft. That was across the board. Everyone had a short list of companies they admired, and of that list, the buyer was in the top three with everyone.It took about two months before they offered us a term sheet, and this was before due diligence. The terms made assumptions about the status of the company and that the term sheet was not binding. We had an investment banker involved but they honestly didn’t do much in the entire transaction and I did most of the negotiations, along with our COO. It was mostly our attorney who got involved and she was extraordinary, and critical to the success of the deal. It took a few more weeks before we agreed on a price, met with the employees, and told them what was happening, and the confidential nature. But that it was not a done deal and that they shouldn’t panic about anything…just yet; business as usual as much as possible.From there, it was anything but that. They sent a massive team to undertake their due diligence. It was over 60 people on the team and it was so large that we had to set up temporary space on another floor with card tables and chairs just to have room for everyone. Due diligence began with the big deal-stoppers first and drilled down to minor issues. An HR team met with each employee in a private meeting and they gave us a list of the terms and severance for each employee. Under no circumstances would they allow us to deviate from that. It became our biggest sticking point, but we got through it. Their team quickly died down to just a few people to handle the smaller stuff.In parallel, the closing process begins, which is not trivial. The closing books are massive! We had offices that were converted to due diligence check lists file boxes to make sure there were copies of what they needed when they needed them.The entire process took sixty-two days, from term sheet to closing and they were a machine. They were extremely professional and very accurate in their intentions and closing. I was extremely impressed and wouldn’t hesitate to sell to them again.We completed due diligence about a week before closing, but we were down to just tactical stuff, such as new employment agreements, option conversions to the new company, and other small details that had to be wrapped up.We signed the closing papers a couple of days before the closing and on the closing day, at exactly twelve noon, every person who is to receive proceeds from the sale, including all payables, shareholders, etc., right down to employee vacation time and expense reimbursements receives their funds via wire transfer on this massive schedule. Exactly as the schedule outlined, it happened at noon. Because the buyer was a public company, employees had options they could exercise and all the brokerage accounts were set up as well in each employees name. It was slick.We had a party after the holidays for all the employees, and it was about a week after the closing, but it was bitter-sweet for all of us. Some were staying, a few were not picked up in the deal and that bothered me. We fought for everyone to go with the buyer, but some didn’t want to do it. It wasn’t many, as I recalls it was about six, me included.I felt a combination of things. I loved our company and felt lucky to be in the role I was. It was hard work and I did my best. At the same time, I was glad everyone did well and had a good home. I missed it the next week however my own life changed a lot and I did all I could to just keep my feet on the ground.It was a lot of money and I didn’t want to be any different. As I’ve written before, I just wanted to spend time with my dog so off I went to the beach with her. It was mostly how others were treating me that changed. Money just makes you more of what you already are. If you’re kind, you become more so. If you’re a jerk, you become a bigger one. It amplifies everything and there is this feeling that someone will call and say it’s all a big mistake, so you’re cautious for a while.I went through a long decompression. I think the biggest surprise was who remained and who didn’t in my life and it was all over nothing really. I was the same guy. Some just feel like they need to compete or contrast their success with mine, forgetting the years I struggled to get there.It’s just that you’re suddenly on the different path, but you don’t know where it’s going. It’s a bit like graduation from college and suddenly everyone scatters. I felt like a dandelion seed scattered in the wind. I had no idea what was next.The thing I wanted most was just to keep as much of my life as normal as I could. Yes, I bough some cars, stuff I’d wished for but that wore off too. I bought a nice house and focused on that and was so appreciative of that, that I didn’t leave home much after it was finished. I traveled a bit. It was a checklist, but then I went right back to doing what I do, and I’m still having fun.If I had to summarize, it’s one of the most intense experiences I’ve ever been through. I would lay awake at night thinking, how fragile the deal was, and that it was all fate one way or another. I tried not to think about what I was going to do with the money. I just focused on getting it closed. My life was going to go wildly in one direction or the remain the same and that kept me from sleeping until the deal closed. I definitely aged a few years in those sixty-two days.The advice I’d give anyone is don’t do a thing until after you’ve had time to decompress. Spend time with friends and family and have experiences. Let it slowly sink in, then make some big decisions.