How to Sell a Business in Ukraine: A Step-by-Step Practical Guide
Selling a business is not a one-off transaction, but a complex process that combines finance, strategy, legal preparation, marketing, and negotiations. Mistakes at any stage can cost the owner tens of percent of the asset’s real value — or derail the deal entirely.
This guide provides a step-by-step practical framework to help business owners sell a company in Ukraine efficiently and within optimal timeframes. You will learn how to prepare a business for sale, correctly assess its value, choose the right deal structure, find a buyer through relevant marketing channels, pass due diligence, and successfully close the transaction.
The traditional approach to selling a business involves engaging professional advisors — M&A consultants, investment firms, or business brokers. In most cases, this significantly increases the chances of achieving the target price and minimizing risks for the owner.
At the same time, if you decide to act independently, it is critical to understand investor logic, transaction structures, and the typical mistakes sellers make. This is exactly why we prepared this practical guide — as both a reference point and a checklist for business owners planning to sell an asset in Ukraine.
Prepare Your Business for Sale
High-quality preparation before going to market is one of the key success factors in selling a business. At this stage, not only the likelihood of closing the deal is formed, but also the final price, deal terms, and the level of trust from potential buyers.
Entering the market prematurely, without proper preparation, usually leads to a large number of rejections, prolonged negotiations, or a deal falling apart at the due diligence stage. Moreover, a negative “market footprint” after an unsuccessful sale attempt can make a future relaunch much more difficult.
To avoid this, before starting active marketing of the business, you should complete a number of basic but critically important steps.
Prepare up-to-date financial statements.
The optimal time to sell is just before the end of a financial year or immediately after it, when a complete and clear financial snapshot is available. Financial statements must be structured, logical, and ready for investor review.
Put legal documentation in order.
Lease agreements, contracts with key clients and suppliers, corporate documents, asset ownership rights — legal risks are the most common reason deals fail during comprehensive legal due diligence.
Resolve litigation and disputes.
Existing or potential lawsuits with counterparties, tax authorities, or employees significantly reduce investment attractiveness and are often used as grounds for price discounts.
Minimize uncontrolled cash turnover.
The more transparent the cash flows and financial model, the easier it is for an investor to assess the real profitability of the business. A business that cannot be properly audited is almost always sold at a discount — or not sold at all.
Reduce the business’s dependence on the owner.
Investors do not buy the owner’s job. The more operational and managerial functions are delegated to hired management, the higher the liquidity and scalability of the business in the buyer’s eyes.
Plan the tax structure of the deal in advance.
Together with professional advisors, determine the optimal sale structure — asset deal or share deal — taking into account the tax implications for both the seller and the buyer.
Present the business in the best possible light.
This is not about embellishing numbers, but about proper packaging: a clear development logic, a coherent growth story, and emphasis on strengths, scalability potential, and future opportunities for the investor.
Don’t Obsess Over Pre-Sale Valuation
Pre-sale valuation of a business, especially in the small and medium-sized segment, often distracts owners from what truly matters — preparing the asset for sale and working with demand. Moreover, formal or “desk-based” valuations frequently create inflated expectations that do not match market realities and complicate negotiations with potential buyers.
A business’s value does not exist in isolation — it is shaped by the market and the presence of interested buyers. It is competition among investors, not an appraiser’s report, that determines the final transaction price. In M&A practice, there are many cases where businesses are sold both significantly above and significantly below their “valuation,” depending on asset quality and how well the sales process is structured.
Instead of spending time and money on a full certified valuation, it is more effective to focus on pre-sale preparation, financial transparency, and competent positioning of the business for investors.
At this stage, the optimal approach is a quick indicative valuation using one or several widely accepted methods, including:
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the income approach (based on cash flows or EBITDA);
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comparable transactions / market multiples;
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the cost approach (relevant for asset-heavy businesses).
Such an indicative valuation provides a realistic price range, helps form expectations, and prepares the owner for negotiations while maintaining flexibility. Ultimately, the final value of a business is determined not by a formula, but by a buyer’s willingness to pay a specific price at a specific point in time.
Create a One-Page Business Sale Brief (Teaser)
The first contact between an investor or buyer and your business almost always starts with a short one-page teaser. This document shapes the initial impression, determines the level of interest, and influences the decision to move forward. A high-quality teaser significantly increases the number of relevant inquiries and saves the owner’s time by filtering out non-target discussions.
The teaser should be concise, well-structured, and sufficiently informative. Its goal is to spark interest — not to disclose all business details. At this stage, you are selling not the company itself, but the investment opportunity.
We recommend using a one-page brief as a base template for initial communication with potential buyers, investors, brokers, and advisors.
What the teaser must include:
Business description.
Industry, business model (manufacturing, trading, services, IT, etc.), and a generalized geographic location (without a precise address).
Key competitive advantages.
Factors that are difficult or impossible for competitors to quickly replicate: location, customer base, long-term contracts, unique technologies, brand, team, licenses, access to raw materials, or distribution channels.
Growth potential.
A clear explanation of how the business can scale: new markets, product expansion, cost optimization, synergies with the buyer, franchising, etc.
Reason for sale.
A short and neutral explanation (asset diversification, owner exiting operational management, focus on another business). Transparency here increases trust.
Key financial indicators.
High-level financial data for the last 3–5 years: revenue, EBITDA, net profit. A detailed financial model should be provided only after confirmed interest and NDA execution.
Deal format (optional).
Sale of 100% of the business, a controlling or minority stake, asset deal, or the possibility of a phased buyout.
Contact information.
A separate email address (e.g., Gmail) created specifically for the sale process, allowing you to maintain anonymity and control communications.
Important Note
At the initial stage, it is not recommended to disclose the company’s brand, exact asset locations, or the names of key clients or employees. Full information should be provided only to genuinely interested buyers after signing an NDA.
A well-prepared teaser is the foundation of effective business marketing and the first step toward receiving competitive offers from buyers.
Choose and Use the Right Marketing Channels
Finding a buyer for a small or medium-sized business is not a one-off action but a managed marketing process. In most cases, it truly is a “numbers game”: the broader and more precise the reach to potential buyers, the higher the chances of generating real demand, competition among investors, and a better price.
Your task is to strike a balance between scale of outreach, quality of contacts, and process speed—while avoiding disclosure of sensitive information and without harming the business’s ongoing operations.
Key Marketing Channels for Selling a Business
1. Specialized online business-for-sale platforms.
Niche marketplaces remain one of the core tools for finding buyers. This is where the target audience—entrepreneurs, strategic and financial investors—tends to concentrate. It is important not merely to “post a listing,” but to package the business properly in a teaser format, with clear positioning and a well-articulated investment rationale.
2. Personal and professional networks.
Competitors, clients, suppliers, and market partners are often the most motivated buyers, as they already understand the business, its economics, and potential synergies. At the same time, this channel requires caution: information about the sale must be disseminated in a controlled manner to avoid creating internal tension within the company.
3. Market analysis and active players.
Study the information landscape: who is currently acquiring businesses in your industry; which funds, holdings, or private investors are closing deals; who acts as advisors, brokers, or commentators on M&A transactions. This helps create a short list of the most relevant buyers.
4. Personalized offers (direct outreach).
One of the most effective channels. After analyzing potential buyers, you send tailored proposals aligned with their strategy, portfolio, or business logic. This approach significantly increases response rates and improves the quality of negotiations.
5. Social networks and professional platforms.
LinkedIn, Facebook, and X (Twitter) are effective tools for targeted outreach to investors, business owners, and top executives. LinkedIn is particularly effective in the B2B segment and for reaching international buyers.
6. Industry and local business networks.
Entrepreneurial clubs, business associations, industry events, and local business media are often underestimated but high-quality channels for finding buyers with a strong trust component.
7. Paid search advertising (Google Ads).
Can be used as a supplementary tool to generate inbound inquiries, especially in popular niches. However, it requires careful lead filtering, as a significant portion of inquiries will be non-target.
Important Considerations
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Do not rely on a single channel—combine several in parallel.
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Control information leaks and maintain anonymity at early stages.
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Remember: buyer quality matters more than quantity, but without scale there is no competition.
A well-structured marketing strategy for selling a business directly affects transaction speed, terms, and the final price.
Maintain Confidentiality
Confidentiality is one of the critical success factors in selling a business. An uncontrolled leak of information about a planned transaction can trigger negative reactions from employees, clients, suppliers, or partners, directly impacting operational stability and business value.
At early stages of the sale process, information should be shared only in a generalized and anonymous form. Full details about the company—financials, clients, assets, or team—should be disclosed only after confirming the seriousness of a potential buyer’s intent.
A mandatory protective tool is a Non-Disclosure Agreement (NDA). An NDA should be signed before any detailed or sensitive information is shared. M&A practice shows that no reasonable and professional buyer refuses to sign an NDA if they are genuinely interested in acquiring the asset.
Key confidentiality recommendations:
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do not disclose the company name, exact asset locations, or personal data at the teaser stage;
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share financial, legal, and operational information only after an NDA is signed;
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document and limit the circle of individuals with access to materials;
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use a separate email account and controlled communication channels;
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structure information access in stages—from general to detailed.
Standard NDA templates are available in public sources; however, for more complex deals or businesses with highly sensitive information, it is advisable to use professionally drafted documents tailored to the specific transaction.
If needed, you can contact InVenture for assistance with NDA preparation, information disclosure structure, and full support of the business sale process in line with market standards.
Communicate With and Qualify Potential Buyers
Once the first inquiries appear, the owner’s key task becomes fast, structured, and selective communication with potential buyers. Remember: investors and strategic buyers always have dozens of alternative investment opportunities, so delayed responses reduce interest.
At the same time, not every inquiry reflects real readiness to transact. A significant portion comes from so-called “market observers,” consultants without a mandate, or pseudo-buyers. Therefore, at this stage it is important not only to respond, but to qualify interest.
Information to Clarify With a Potential Buyer
In your responses, it is reasonable to politely but directly ask a few basic questions to assess seriousness:
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Purchase motivation. Why is this business attractive to them? Is it strategic expansion, a financial investment, or synergy with an existing business?
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Geography and search stage. Where is the buyer based, what stage of the investment search are they in, and how long have they been reviewing similar opportunities?
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Industry experience. Does the buyer have experience in your sector, or is this their first investment of this type?
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Transaction financing. What sources will be used—own capital, a fund, leverage, or co-investors?
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Decision-making process. Who makes the decision and what are the indicative timelines?
Filtering Non-Target Contacts
Based on the responses, conduct an initial segmentation of buyers. It is advisable to filter out pseudo-buyers who:
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cannot clearly explain their source of funds;
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do not have a mandate to execute a transaction;
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avoid specifics regarding timelines and process;
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collect information without a genuine intent to buy.
Focus should be placed on a limited number of high-quality, motivated buyers with real potential to reach the final negotiation stage.
Buyer Screening (Light Due Diligence)
Conduct basic online research on potential buyers using open sources: Google, LinkedIn, Facebook, and X (Twitter). This helps assess reputation, experience, public activity, and the credibility of the stated profile.
Successful M&A transactions typically take place in an environment of mutual respect, transparency, and clear alignment of expectations. Proper buyer qualification at an early stage saves time, reduces risks, and brings you closer to closing a deal on favorable terms.
Develop an Investment Memorandum
At a certain stage of negotiations, most serious buyers expect to receive detailed, structured, and systematic information about the business. This is why the Investment Memorandum is the key document after the teaser and the signing of the NDA.
We recommend preparing the investment memorandum in advance rather than waiting for a specific request from a buyer. This allows you to control the narrative, the logic of information delivery, and the key emphases, while also significantly accelerating the investor’s decision-making process.
No one knows the business better than the owner. The investment memorandum is an opportunity to present the business through the seller’s lens, highlighting its strengths, growth potential, and the value-creation logic for the buyer.
Why an Investment Memorandum Is Needed
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to provide the buyer with a holistic understanding of the business without fragmented requests;
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to reduce the number of repetitive questions;
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to build trust and a professional impression;
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to prepare the buyer for financial and legal due diligence;
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to increase the likelihood of moving to deal-terms discussions.
What an Investment Memorandum Typically Includes
An investment memorandum goes far beyond a teaser and usually covers:
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Business and market overview: company history, products or services, industry, and market environment;
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Business model: revenue streams, customers, sales channels, cost structure;
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Competitive advantages: barriers to entry, unique assets, positioning;
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Financial information: detailed financials for the past 3–5 years, trends, margins;
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Operating structure: team, key processes, dependencies;
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Legal and regulatory aspects: ownership structure, licenses, key contracts;
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Growth potential: scaling scenarios, buyer synergies;
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Deal format: possible transaction structures, the owner’s post-deal role (if applicable).
Practical Recommendations
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The investment memorandum should be provided only after an NDA is signed.
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The document must be clear, logical, and verifiable—any information will later be subject to due diligence.
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Avoid “marketing fluff”—investors value facts, structure, and logic.
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Tailor the presentation to the buyer’s interests, not solely the owner’s internal perspective.
A well-prepared investment memorandum transforms the sale of a business from a chaotic process into a managed and predictable transaction, significantly increasing the chances of a successful closing.
Be Open, Approachable, and Seek Common Ground With Potential Buyers
The business sale process is rarely simple or linear. Negotiations may last for months, involve pauses, changes in terms, and require patience, flexibility, and a willingness to compromise from both sides.
During negotiations and deal preparation, many “traps” can arise, but in practice the process most often stalls due to two systemic barriers.
The first is seller inflexibility on price and timing.
Business owners often rigidly anchor to a pre-set valuation or desired exit timeline, without accounting for actual demand, buyer alternatives, and current market conditions. In most cases, this stems from overreliance on a formal pre-sale valuation rather than the market-driven price-formation mechanism.
The second is underestimating market and operational risks for the buyer.
Sellers tend to view the business “from the inside,” overlooking that for the buyer it is a new asset with unknown risks: dependence on key customers or the owner, regulatory constraints, market volatility, and macroeconomic factors. Ignoring these risks undermines trust and complicates reaching agreement.
To increase the chances of a successful closing, it is important to:
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maintain flexibility in negotiations, especially regarding deal structure, staged payments, and the owner’s post-sale role;
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try to see the business through the buyer’s eyes, understanding their logic, risks, and constraints;
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remain open to dialogue and alternative scenarios rather than insisting on a single “ideal” outcome.
Avoid simultaneously inflating price expectations and downplaying buyer risks. The balance between these two factors most often determines whether a deal reaches signing or stalls at the negotiation stage.
Be Prepared for Negotiations and Deal Closing
The negotiation stage is the moment of truth in the business sale process. This is where abstract expectations meet real market offers, and theoretical value is translated into concrete deal terms.
What Price Is Acceptable?
A key question the owner should answer before entering active negotiations is:
what price and terms are acceptable to you, and where is the line of compromise?
Even without a formal valuation, negotiations with real buyers provide the most accurate indication of how the market values your business today. Several independent offers help establish a market range and clarify:
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what limits price growth;
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which risks the buyer sees;
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what can be improved to increase attractiveness and liquidity.
Do You Have an Alternative?
During negotiations, it is worth honestly asking yourself several strategic questions:
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Is this truly the only buyer?
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Can you create a competitive environment or a mini-auction among multiple interested parties?
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If you walk away from this buyer, when will the next one appear—and what is the cost of lost time in between?
Time is a hidden but very real component of deal price. Prolonging the process often costs more than a reasonable compromise on terms.
Treat an Offer as a Starting Point, Not an Ultimatum
Receiving a commercial offer (LOI / term sheet) is a positive signal, not a reason for disappointment. Even if the proposed price or structure does not meet your expectations, it is:
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a starting point for negotiations;
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a source of insight into the buyer’s perspective;
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a basis for designing an alternative deal structure.
Often, price gaps can be bridged not through direct bargaining, but through:
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staged payments;
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earn-outs;
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partial retention of the owner’s participation;
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deferred payments or options;
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changes in the asset or equity structure.
Be Flexible—But Deliberately
Do not reject offers impulsively, even if your initial reaction is negative. Try to understand the buyer’s pricing logic, arguments, and constraints.
The most successful deals are closed not when both parties are fully satisfied, but when:
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both sides understand the logic of the compromise;
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risks and rewards are balanced;
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a shared vision of the final outcome is achieved.
Negotiations are not a battle—they are a process of finding the point at which a deal becomes possible.
Prepare a Letter of Intent (LOI)
Once the parties have reached a preliminary agreement on the price and key transaction terms, it is important to formalize these understandings in writing. This is done through a Letter of Intent (LOI).
As a rule, an LOI is not a legally binding sale and purchase agreement; however, it plays a critically important role in the M&A process. The document formalizes the agreements reached, reduces the risk of misunderstandings, and serves as a roadmap for subsequent due diligence and preparation of the main transaction documents (SPA).
Why an LOI Is Needed
An LOI allows the parties to:
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fix the agreed price or price range;
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describe the transaction structure (sale of a stake, 100% of the business, assets, staged payments, etc.);
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define key assumptions and conditions;
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agree on the transaction timeline and next steps;
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confirm the buyer’s seriousness before launching costly and resource-intensive due diligence.
In essence, the LOI is the “skeleton” of the future deal, onto which legal details are added later.
What an LOI Typically Includes
Depending on the complexity of the transaction, the document may include:
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description of the sale object;
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price and/or pricing mechanism;
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form and schedule of payments;
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exclusivity provisions (if applicable);
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list of key conditions subject to verification during due diligence;
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allocation of transaction costs between the parties;
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confidentiality and non-solicitation provisions;
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indicative closing timeline.
Practical Recommendations
An LOI is rarely agreed upon in its first draft. Revisions and clarifications are a normal part of the process. Do not hesitate to ask questions and insist on precise wording—any ambiguity at this stage is almost guaranteed to create problems later.
At the same time, it is important not to overload the LOI with excessive detail or prolong its negotiation. An overly complex or slow-to-finalize LOI often causes loss of deal momentum, when the parties fail to move to the next critical stage—due diligence and execution of the main agreement.
The key rule of an effective LOI is balance between sufficient clarity and flexibility.
Be Prepared for Comprehensive Financial and Legal Due Diligence
Do not assume that once the LOI is signed or a price agreement is reached, the main work is done. On the contrary, the comprehensive financial and legal due diligence stage is one of the most complex, resource-intensive, and stressful phases of the entire business sale process.
At this stage, the buyer and their advisors dive deeply into the operational, financial, legal, and tax realities of your business. Very often, due diligence is used not only to verify facts, but also as a tool to renegotiate price or deal terms.
What to Expect During Due Diligence
During the review process, the buyer may:
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identify hidden or underestimated risks;
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challenge financial performance indicators;
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push for price adjustments;
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demand additional warranties, holdbacks, or changes to the deal structure.
This is standard M&A practice, not a sign of bad faith. The seller’s task is to be prepared for it.
Transparency Is the Key to Preserving Value
The more transparent and well-structured the business is, the lower the risk that due diligence will turn into a pressure tool. Properly prepared documentation, clear explanations, and the absence of “skeletons in the closet” significantly reduce the likelihood of renegotiating terms.
One of the most critical areas to address in advance is leased property, including:
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existence of valid and properly executed lease agreements;
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ability to assign or extend leases after a change of ownership;
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absence of conflicts with landlords;
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consistency between actual use and contractual terms.
Lease-related issues are among the most common reasons for:
Practical Recommendations for the Seller
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start preparing the data room even before the LOI;
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be ready for a large number of questions and follow-up clarifications;
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do not hide issues—controlled disclosure is better than accidental discovery;
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document all agreements regarding changes to terms in writing;
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maintain a professional tone, even in difficult discussions.
Due diligence is not a formality or a “box-ticking” exercise—it is the stage where a deal is either strengthened or destroyed. Proper preparation and a clear head allow you to pass this phase with minimal losses and reach final signing.
Protect Yourself and Your Business
Selling a medium-sized or large business almost always involves elevated legal, financial, and reputational risks. At this stage, engaging professional legal advisors is not a luxury, but a necessary tool to protect the seller’s interests and preserve the agreements already reached.
At the same time, it is important to understand one key principle: lawyers should help close the deal, not complicate it.
How to Choose the Right Legal Advisor
When selecting a legal firm, pay attention to the following criteria:
Proven M&A experience.
Ask for verified cases specifically related to business sale transactions, not just general corporate or litigation work. M&A is a distinct specialization with its own logic and pace.
Understanding of business objectives.
A good advisor thinks not only in terms of legal risks, but also in terms of deal economics, balance of interests, and the likelihood of closing.
Ability to work at deal speed.
In M&A, delays often cost more than legal compromises. Lawyers must be ready to engage quickly and respond promptly to buyer requests.
When to Involve Lawyers
A common mistake is bringing lawyers in too early. In practice, many promising deals have been lost due to:
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excessive formalization at early stages;
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“over-lawyering” instead of problem-solving;
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involvement of advisors without M&A negotiation experience.
The optimal moment for active involvement of legal advisors is after reaching principal agreements and signing the LOI, when there is a need to:
Process and Timeline Control
Make sure to:
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agree on the legal team’s work plan and timeline from the outset;
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define the stages of legal involvement in due diligence and contract preparation;
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monitor adherence to deadlines.
Remember: delays and excessive legal mark-ups are among the most common reasons deals fall apart. Avoid working with advisors who cannot promptly engage in the process and carry the transaction through to closing.
Lawyers should be your protective tool, not a risk factor. The right advisor helps preserve price, structure, and deal momentum—rather than putting the transaction at risk.
How Long Does It Take to Sell a Business in Ukraine?
One of the most common questions business owners ask is how long it takes to sell a company. The second most common answer from an experienced business broker or M&A advisor is: “it depends.”
There is no fixed timeline for selling a business. The duration of the process is shaped by a wide range of variables. Key factors include market conditions, the industry, the size of the business, the seller’s expectations, and how well prepared the asset is for a transaction.
Timing and the “Window of Opportunity”
The length of a transaction also depends on whether the business enters the market at a favorable or unfavorable moment. For example, a business may be offered for sale at a time when:
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a strategic investor’s CFO has received a mandate from the board to pursue an aggressive acquisition strategy;
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an investor has just closed a new fund and has a limited timeframe to deploy capital;
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a buyer is actively looking for an asset specifically in your segment and geography.
In such cases, the process can move extremely fast.
Conversely, a business may come to market at an unfavorable time, when:
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investors have paused new transactions;
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a particular sector has temporarily lost investor interest;
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potential buyers lack mandate or financing.
Under these conditions, the sale may drag on or be postponed until market sentiment improves.
Realistic Timelines From Practice
Based on practical experience, we recommend that business owners plan for 6–12 months from the start of active investor outreach to deal closing.
If the business requires pre-sale preparation (financials, structure, documentation, management), several additional months should be added.
In our practice:
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the fastest transactions closed within 2–4 weeks, when the buyer was highly motivated, had funding in place, and worked with an efficient legal team;
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the longest processes lasted up to two years, due to complex business structures, a narrow pool of target buyers, or conflicts with third parties.
For small businesses, a 3–6 month timeframe can be considered an optimistic scenario.
Selling Medium and Large Companies
Sales of medium-sized and large businesses usually take longer. In such cases, it is reasonable to plan for 12–18 months, especially if the company needs systematic preparation before going to market.
An Important Psychological Point
It is important to emphasize that signing a Letter of Intent (LOI) does not guarantee deal completion. After the LOI, a full-scale financial and legal due diligence process begins, during which the buyer and their advisors thoroughly analyze the business, its assets, and its risks.
This stage is often long, intense, and emotionally challenging. It is precisely here that deals are most frequently revised or fall apart. The key to minimizing these risks is high-quality pre-sale preparation of the business.
Verify the Buyer’s Financial Capacity
It should also be taken into account that a buyer may require external financing (bank debt, fund approval, co-investors), which adds time for approvals and coordination.
For the seller, it is critical to:
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verify the buyer’s sources of funding as early as possible;
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not treat verbal assurances as deal guarantees;
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avoid spending months negotiating with a party that is not actually able to pay.
Conclusion
Do not force yourself to sell the business as quickly as possible, and do not rush to accept the first offer.
Control over the process, patience, and realistic expectations are the key factors for a successful business sale.
Selling a company is a marathon, not a sprint. The best deals are usually closed when the seller is prepared to wait—but acts in a structured and disciplined way.
Selling a Business in Ukraine Is Not Easy
Selling a business in Ukraine is a complex, multi-layered, and far from linear process. The recommendations above serve as universal guidelines, but every transaction is unique and requires an individual approach that takes into account the industry, business size, asset structure, market conditions, and the owner’s objectives.
Even seemingly straightforward deals often conceal hidden pitfalls: unexpected legal or tax issues, shifts in the buyer’s position, delays, price or term renegotiations. Unrealistic expectations and insufficient preparation can cost the owner not only time, but also a significant portion of the business’s value.
In practice, most critical stages of a business sale—from pricing and negotiations to due diligence and closing—require the involvement of experienced experts and advisors. This is especially true when the buyer engages professional advisors of their own, creating an asymmetric process.
The InVenture team has many years of hands-on experience in supporting business sale transactions in Ukraine, works with financial, strategic, and institutional investors, and has a deep understanding of both local and international M&A dynamics.
We would be glad to help you prepare your business for sale, find a relevant buyer, protect your interests, and bring the transaction to a successful close—with maximum value and minimal risk.
