How can you maintain momentum while planning for an exit?

This is easy. Until the money is in your bank account and the deal is done your company is yours. If you fall into "short timers" disease and think you can let it ride until the end chances are their won't be a exit. Just like in a tennis swing - follow through is key even after you have hit the ball. The same is true for your business. Keep your eye on the ball in this case the work until your name is off the door.

- Keep the focus on the goals set & pursue the path towards the goals set. - Sensitise the team that ‘Exit’ is part of the process & post that too we need to ensure organisation flys. So continuing the top level performance now & laying right foundation for success post exit bringing emotional bonding to the continued success will help. - Align the team internally to ensure no conflict based and goal focussed exit process to all the stakeholders.

Exiting a startup is like leaving your child with someone else (acquirers/investors) for a foreseeable time. You need to make sure that your co-founders, your team and overall mission of your startup are in alignment. They are well-informed and coordinated to deal with intricacies involved during and after the exit process. Before anything else, you should understand the type of exit you want and reasons for the same. This would help you communicate yourself in a precise and confident manner. Most of all, it is important for your team to have trust in the business and its overall functionality for your exit to be a smooth one. Even after the exit, guide them from afar, be available to resolve conflicts and help the business grow.

Demonstrating the growth and optimized performance is the primary step where the plan for an exit can begin. If the venture is underperforming or the growth prospects are low, an exit won't be possible without hurting the overall dynamics of the venture, leading to its shut off point. A Startup Exit is not like leaving the startup on auto-pilot. A proper plan needs to be in place including growth prospects, path to achieve the growth and consistent performance. You need to showcase the business model is profitable and can deliver value without your direct intervention. The system is ready to be delegated and a capable individual can take it further. Such background would also aid in finding the right person to take command of business.

Keep the business growing. No other words. Anything that continues to make money will remain attractive. Be mindful, shareholders will change, business needs to continue to grow through and post this transition. The more - perceivably - a business and a founder with his team displays that through the period of engagement or the period leading to a prospective engagement with an acquirer the higher possibilities of favourable options. Diligence ready is not just about data but processes and the ability to help transition easier while also allowing teams from both side to get a 'hang of things' faster to ask questions and clarify assumptions. Most post deal headaches are on account of "assumptions"

Before one reaches the step, as a founder you could evolve to being a shareholder. Its still your baby and will all founders will still be called the founder of that company even post exit. However, reality is also when your entire life is consumed by the business and you start thinking of not having to dopost the event. Allowing the leadership to start taking operating decisions you managing the transition helps. Generally most exits have a overlap where you as the principal founder could oversee the handover or transition depending on the size and stage of the business and also the culture of the acquirer. Emotions would be around. dont fight but embrace.

for SMEs this is crucial and important to also be planned a year in advance if not earlier. The more independently setup execution team, the more easier to have a 'leader' identified as a continuing part of the team and business that changes hands. More opportunity to not only get the best for you but also for the incoming investor. Hire or train your deputy or key secondline with a clear leader amongst the second line, if you have a chance

Help clarify apprehensions and concerns of your team transparently but also factually. Leadership styles, work methods need not remain the same to both sides have to lean to adapt this and many times people who are not closer to the HQ/action feel sometimes disillusioned and hence communication is important and desirably consistent.