Planning an Acquisition in 2025? Here’s Where Things Stand

Back in January, I had more than a few conversations with business owners, founders, and executives who had set their sights on 2025 as the year to finally make a move. Some planned to pursue an acquisition to scale. Others were thinking about selling the business—either to private equity or a strategic buyer. For many, 2025 felt like a finish line.

Now we're in Q3, and the picture has shifted.

Some are behind schedule. Some are overwhelmed. And some are rethinking the entire strategy.

If this sounds familiar, you're not alone.

What's changed?

The capital landscape is tighter. Multiples have pulled back. Talent is more expensive. And in many cases, internal operations are still playing catch-up.

But there's good news: Even if your original 2025 acquisition timeline no longer feels viable, your window hasn't closed. You just need to get clearer on what's actually achievable—and what needs to shift.

So ask yourself:

• What does a successful acquisition (or exit) look like now?
• Do you want a deal on the table by Q4? Or to go to market early 2026 with confidence?
• Is this about growth, succession, liquidity, or something else?
• And is your business ready—financially, operationally, culturally—for what's next?

Once you define that vision, you can work backward.

Here's what many businesses should be doing right now:

• Get your house in order. Tighten financials. Address operational gaps. Clean up reporting.
• Clarify your story. What's your differentiator? What makes you valuable now and long-term?
• Pressure-test your assumptions. Is your valuation realistic? Have you benchmarked similar deals?
• Line up the right team. Legal, financial, and strategic advisors you trust—before you enter the room.
• Build internal alignment. Your leadership team should be rowing in the same direction. If they're not, that's your first red flag.

What if you have to move the timeline?

This happens more often than most people admit. The key is not to view it as failure, but as a strategic pause. If you're not ready, it's better to push than to rush. Here's how to make the most of a delayed timeline:

• Use the extra time to improve EBITDA and cash flow discipline. Buyers will reward it.
• Revisit your leadership bench—are the right people in place for the next chapter?
• Strengthen your culture and internal communications. M&A is a stress test.
• Stay close to the market. Conditions may shift again, and when they do, you want to be ready.
• Recast your timeline into a phased strategy: short-term stabilization, mid-term positioning, long-term execution.

Delaying your timeline doesn't mean losing momentum. It can mean entering the process with more leverage, clarity, and confidence.

Strategic transactions don't happen by accident. They require intention, preparation, and the right partners.

Why work with me?

I've been in your shoes—leading a business through sustained growth, preparing it for sale, and ultimately navigating a successful acquisition. I've also coached and advised other founders and executives as they made some of the most important—and difficult—decisions of their careers.

I understand the emotional, strategic, and operational weight of preparing for an acquisition. I've helped leaders clarify their goals, evaluate options, and avoid costly missteps along the way.

Ready to talk?

If 2025 was supposed to be your year—and now you're not sure what to do next — let's connect. Whether you need a thought partner, a second set of eyes, or a strategy reset, I can help you move forward with clarity and confidence.

You don't have to navigate this alone.