When they decide it’s time to sell, many agency owners think they’ll be out of the business in 6–12 months. In reality? For many, their ideal exit is still 3–5 years away.
The delay isn’t always about valuation or getting offers—it’s about readiness. And the difference between “we sold” and “we almost sold” often comes down to fixing bottlenecks before you’re on the market.
I’ve been helping agencies grow to an exit since 2014. My first client exit was in 2016—and they came back for more help, as soon as their non-compete ended and they launched another agency.
If you want to sell your agency to a third-party buyer in the next few years—whether that’s a strategic acquirer, PE-backed platform, or private investor—this checklist will help you move faster and with fewer regrets.
Accelerate your exit: Make these 17 fixes to speed up your sale
Use this list as a self-audit. Every item you skip makes your exit slower, riskier, or less lucrative. Every item you check off moves you closer to “deal closed.”
Let’s start with what’s happening in your head—because until you’re clear on your “why” and “when,” it’s hard to move forward on the “how.”
Mindset & strategic clarity
1. You know why you want to exit—and what you’ll do next.
Not “maybe sell” or “thinking about options”—you’ve made a clear decision. If you’re vague about what happens after the exit, it’s easy to stall or sabotage your own timeline.
2. You’ve talked to your CFP about your personal financial needs.
Do you know how much you actually need post-tax? Don’t back into the number based on wishful thinking or whispers about “8x EBITDA.” Work from your personal runway first.
3. You’ve accepted that most buyers won’t pay 100% upfront.
Earnouts, seller financing, and holdbacks are standard. The sooner you accept this, the better positioned you’ll be to negotiate wisely.
4. You’ve considered the reality of reporting to someone else.
Even if it’s only for 6–18 months post-close, most acquirers expect a transition period. If you can’t stomach the idea of having a boss, your exit structure needs to reflect that.
Once your mindset’s aligned, it’s time to tighten up the financials. This is where buyers start asking hard questions—and where many founders get stuck.
Financial infrastructure
5. You’re using accrual accounting—not just cash basis.
Buyers want to see how your revenue matches your delivery. If you’re still on cash basis, your books don’t tell the full story—and buyers know it.
6. You’ve hired a Controller or fractional CFO.
This isn’t the time for DIY spreadsheets or “my bookkeeper handles that.” You need someone who can clean up, defend, and explain your numbers to outside professionals.
7. You’ve had a formal valuation in the past 12–18 months.
Even a basic one. It gives you a reality check—and a defensible anchor point. Better to know now than when the LOI comes in 30% lower than you imagined.
8. You’ve started building a list of addbacks and expense adjustments.
Buyers will “recast” your EBITDA. Start tracking one-time or owner-specific expenses now so you’re not scrambling during diligence.
9. You can explain any “hiccups” in your financial history.
Your revenue dropped last year? Took a big write-off in a single quarter? Unusual margin shifts? Buyers expect explanations. Vague or defensive answers erode trust—and valuation.
Next, shift your focus from dollars to delegation. Buyers want to know the agency won’t fall apart if you disappear—and they’ll be looking for proof.
Leadership and owner independence
10. You have a strong second-in-command.
Whether it’s a President, GM, or Managing Director, you’ve got someone who can run day-to-day without you. This is non-negotiable for most buyers. They’re buying a business, not a person.
11. You’re not essential to key client relationships.
You’ve stepped back from being the “face” of every major account. Buyers get nervous if client retention depends on the founder staying forever.
12. You’re not a bottleneck in strategic decisions.
If every department head still needs your blessing, your org chart isn’t exit-ready. Buyers want leadership teams that think—and act—without founder input.
13. The agency would run if you disappeared for six weeks.
No laptop. No email. No Slack. If that’s unimaginable today, the business isn’t ready to sell—no matter what your revenue is.
Beyond your internal systems, buyers care deeply about how you look from the outside. Positioning and predictability can make or break their confidence in your agency’s value.
Positioning, recurring revenue, and brand equity
14. You have a clear niche—and it’s defensible.
Generic agencies sell slower (and for less). Buyers want to acquire something positioned. If your agency blends in with every other “creative partner,” you’ll struggle to command a premium.
15. You have recurring or retainer revenue.
Project-based shops can sell—but they’re riskier to buyers. The more predictable your revenue, the easier it is to justify a higher multiple.
16. You’ve documented your growth opportunities.
Can a buyer grow this business post-acquisition? Spell it out: cross-sell paths, untapped verticals, service-line extensions. If you don’t point to the upside, they’ll assume there isn’t any.
Finally, the legal and logistical pieces. These may seem boring—or feel like someone else’s job—but they’re critical to avoiding deal-breaker delays.
Legal prep and deal mechanics
17. Your business entities, IP, and contracts are clean.
Messy ownership structures, vague IP rights, or missing NDAs can derail deals fast. For instance, your lawyer might recommend adding non-solicitation clauses—and using an “assignability” clause in future client contracts. Clean it up now—before due diligence.
Even when the business looks strong on paper, founders often create hidden drag. These are the invisible patterns that slow things down—unless you’re willing to name and change them.
What slows founders down (even when the business is solid)
Even with strong revenue and a great reputation, exits stall when founders:
- Wait too long to get serious
- Insist on unrealistic terms
- Don’t want to “work for someone else” but don’t say it out loud
- Keep avoiding hard conversations with clients, team, or co-owners
- Assume someone will overlook the chaos because “we’re growing fast”
If any of that feels familiar, that’s good—it means you can still fix it.
So, let’s say you do get everything in place. What happens next? Here’s what most founders don’t realize until they’re in the middle of it.
What to expect—even if you’re ready
Selling to a third-party buyer is rarely a quick sprint. Even when you’re prepared, you’ll need to:
- Navigate exhausting due diligence
- Stick around for some kind of transition
- Compromise on price or terms—but usually not both
- Go to market more than once before it sticks
- Shop around for the right buyer and the right advisors
This article focuses on selling to an external buyer—but what if your best exit is internal? That path comes with tradeoffs, too.
What about an internal buyer?
Internal buyers (your current business partner, or a key employee) usually close faster—but often at a lower valuation.
Why? You’re relying on a current team member to buy the business on your timeline, rather than selling to someone who’s secured financing to buy any business on a “right now” timeline.
Don’t rule out internal buyers—it usually means faster earnouts, because they already know the business and they know your character. Fortunately, addressing these 17 points will help no matter which entity buys your agency.
Closing thought: You don’t “drift” into a great exit. You build one.
If you want to sell faster, start fixing the things that make your agency hard to buy. That might mean stepping back. Cleaning up. Hiring better. Letting go.
The best time to prep was 18 months ago. Fortunately, the second-best time is right now.
Looking for an expert sparring partner to get your agency ready to sell? That’s our specialty. Let’s talk.
Question: What change will you make next, to prepare to sell your agency?
