Understand what is being acquired.
Identify the proposed transaction structure and what sits inside the perimeter: shares or selected assets, intellectual property, inventory, contracts and obligations. The agreement, rather than a headline, defines what transfers.
Reconcile the financial story.
Ask which period the figures cover, how they were prepared and whether claimed adjustments are supported. Examine cash conversion, working-capital needs and owner-related costs. Revenue and EBITDA alone do not establish the cash available to a buyer.
Understand dependency.
Explore whether customers, practitioners, staff, suppliers or relationships depend on the departing owner. Ask how those relationships would continue and what a transition plan requires.
Identify conditions and unknowns.
Clarify the approvals, consents, funding arrangements and other conditions that would need to be resolved. Avoid treating a preliminary introduction or indicative interest as a completed assessment.
Make professional review proportionate.
An introduction begins a process. Seek appropriate commercial, financial and legal advice for the actual transaction and its risks. A buyer brief is a starting point and does not identify an available business.
Prepared for the ORDENNE concept · 7 November 2026. Educational information, not advice on an available business.
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