Share information deliberately
Begin with a focused conversation. Broader access and sensitive details should follow only when there is a credible reason to proceed.
A clear path
Direct, confidential, and prepared.
A good process respects the owner's time, creates space for honest questions, and moves at the speed of verified information and genuine alignment.
Process principles
Clarity at every stage.
Every situation is different, but owners should understand what happens next, what information is needed, who is involved, and which questions remain open.
Resolve fit early
Discuss objectives, economics, role, timing, and important tradeoffs before both sides commit to extensive work.
No hidden process
Use a clear request list, named workstream owners, regular issue reviews, and prompt decisions when new facts change the path.
Typical sequence
From first conversation to the next chapter.
Confidential introduction
Discuss the business at a high level, the owner's goals, desired timing, concerns, and what a successful outcome must protect.
Initial fit review
Review sector, size, customer need, ownership objectives, leadership, financial profile, and obvious complexity. Redwood should respond directly if the opportunity does not fit.
Focused information exchange
Use an appropriate confidentiality agreement, then review selected financial, customer, people, and operating information needed to form a thoughtful initial view.
Alignment and proposal
Discuss valuation framework, structure, retained ownership if any, management roles, decision rights, timing, financing, and major conditions before signing a letter of intent.
Confirmatory diligence
Validate financial, tax, legal, commercial, operational, technology, insurance, people, safety, environmental, and regulatory matters based on the company's actual risk profile.
Documentation and closing
Resolve open issues, finalize agreements and financing, plan communications, confirm closing conditions, and make sure the transition plan is ready before ownership changes.
First 100 days
Listen, protect service continuity, establish the governance cadence, confirm a small set of priorities, and earn the right to make larger changes.
What helps
Preparation without theater.
An owner does not need a polished presentation to begin a useful conversation.
When the process advances, reliable monthly financials, customer and revenue detail, employee information, key contracts, compliance records, insurance, and a clear organization chart help everyone move more efficiently.
Unknowns are normal. Surprises become expensive when they are hidden or discovered late. Early candor creates more options for solving a real issue together.
Read the diligence readiness guideBegin simply
No auction process or polished deck required.
A direct, confidential conversation can determine whether a next step is worth the time.