So you are a Business Broker -what makes you different?

A question prospective clients always ask me, is what makes you different from the competition? It is very tempting to polish up a gilt-edged response and I guess to a certain extent I have.

My journey to becoming a business broker, has been a long one, I have spent over 30 years running and marketing businesses, along the road I have been involved in a number of M&A transactions, plus in 2007/8 I lead a team attempting to buy a brewery. We were a long way down the line, had a good business plan in place and indeed had an initial financing ready to go. The clue is the year and the credit crunch put paid to our funding. I had to walk away and then spent 7 years running racecourses for the Jockey Club, which gave me strong hands-on experience running businesses.

Throughout the period at the Jockey Club I had a burning desire to own my own business and when I left I embarked on a journey trying to buy a number of businesses. It was that experience that opened my eyes to the fact there is a gap in the marketplace for brokers that really do offer a good service. All too often I found my self in a position where not only was I poorly briefed, but so to were the potential vendors. Talking to those vendors a few key realisations dawned on me, firstly I am extremely interested in small and medium-sized companies; they all have fascinating stories to tell and have in most cases have built excellent businesses. Secondly, my business experience helps me to understand owners, to empathise with them and help them. Thirdly, most of them have no knowledge of buying and selling businesses and need professional help.

Once the realisation dawned on me that there was a gap in the market for good business brokers and that I had the experience and skills to do the role, I started to develop a business model. I did look at a franchise option, but felt that their model was restrictive and that my vision for providing the very best service would only be partly achieved, unless I created my own business brokerage. The first thing I did was invest in my skillset and in training to reinforce my experience and to ensure everything I do is authentic.

Authenticity is important to me so when we created Weybrook Business Brokers there were a number of key principles that we agreed that will underpin the business:
> Every client is important to us
> We will take time to get to know them and understand their business and personal goals.
> We will focus on achieving results – the majority of our remuneration is dependent on achieving a sale or purchase.
> We will work with a limited number of clients and not adopt a volume model.
> Our focus is on selling businesses, helping buy businesses and advising businesses how to prepare for sale,
>We will walk away if we don’t believe we can achieve a sale
>We are with our clients from engagement to sale completion
> Our job is to make the transaction happen, we don’t offer financial or legal advice. We work with commercial lawyers, accountants and financial experts to facilitate deals.
>We don’t send clients to meetings unbriefed and attend all meetings, unless not required.
> We love what we do and therefore that will translate into offering our clients great service. If we care, it makes a real difference and we want to make a difference, whether it is finding the right qualified buyer for a communications agency, bringing to market a world leading carbon pricing specialist or helping a catering company achieve an exit.
>Professionalism, integrity and confidentiality drive our standards.

So to summarise I came to business broking from a strong platform, having run businesses and been through the buying process. I established Weybrook to provide a brilliant service to a small number of select clients. Our model is dependent on making transactions happen and not pocketing a large upfront fee. Above all we are in this business, because we love what we do, are interested in the businesses we work for and strongly believe that translates into offering an excellent and professional service.

Rupert Trevelyan

Your business is important….but it is your family that is the most important



St George's
Medical staff at St George’s

“We have to make you aware that his condition is critical and that there is a risk that he may not make it!” those were the words the consultant anaesthetist delivered to my wife and me on Tuesday night. My son was in the back seat of a car that had hit the curb, left the road and somersaulted at high speed. All 4 of the young men who were in the car are in a critical condition, but thanks to the incredible staff of the NHS we are hopeful of a full recovery.

I love working and am building a business, my clients and business contacts are massively important to me, they are the fuel that drives me every day, but hearing those words was a stark reminder that whatever you do, you need to remember that is that it those that you love, that is truly the most important thing in your life.

As a broker I help business owners sell their business, I already encourage my clients to plan for life after their businesses have transferred, the conversation invariably moves to family, that will have even more poignancy from now on.

This accident has brought our family together even more tightly, and our thoughts are with the families and loved ones of the other boys involved. You don’t know what life will throw up, so my message is work hard, but make sure you make time for your family and loved ones.

Our son is still not out of danger, but we are sure he is in the best possible hands, I would like to say thank you to the fire service, ambulance service, police, the A&E and ICU staff at St George’s Hospital who have all played a part in helping. These people are truly special and we will always be grateful. Those that I have managed to speak to, have said they are just doing their job and they are, but you know what, without them, my son wouldn’t be still with us. THANK YOU, YOU ARE TRULY SPECIAL

Rupert Trevelyan

Managing Director

Thinking of selling your business in 2018?


Image result for free business images


Selling your business is a big decision, it means you will be disposing of something that has consumed your time, energy, passion and investment, not forgetting that of your staff too, so it makes sense to plan and get the best possible return. If over this festive season  you are considering selling, here are  some thoughts for you to consider:

Is the business attractive to potential buyers? Most buyers will want a viable business that delivers future growth and profit. To do demonstrate this your business needs to show sustained revenue and profit growth over a period of several years. It also needs to continue to function after the existing owners have exited, therefore you need to have a management structure and team in place that is transferable and will keep functioning and growing the business.

Is your business ready to transfer?. Once a buyer has made an offer, a period of due diligence will follow, no stones will be left unturned, so you will need to ensure everything is in order including:

  • Certified accounts
  • Sales figures
  • Customer and supplier agreements
  • Contracts and leases
  • Shareholder agreements
  • Staff contracts
  • All legal disputes settled

When to sell? There is no doubt judgment is required to sell in the best market conditions, but if your business is not ready to sell, then you should implement a plan to get there, which could take several years. If you need to put a growth plan and a management team in place, start the process as soon as is possible. Once you have all the right elements in place then you can consider marketing the business. If you want help in preparing your business for sale go to:

How to sell. There are ways to promote and sell your business. without getting third parties involved and you may just get an amazing result, however, most business owners are not experts in selling businesses therefor our recommendation is to engage a broker, to help you market the business. You will also need a good accountant to ensure the numbers and accounts stand up and a commercial lawyer well versed in selling businesses to complete the sale.  To find out more go to:

At Weybrook we are always willing to help – so if you want to find out more call us 07826 050690 or register here:

If you are planning to retire, then your business needs to be prepared for sale.



There comes a time when many business owners want to retire, a proportion of them will sell up and achieve a return on investment for all their hard work, while too many miss that opportunity and wind down and cease trading. It really pays to plan your departure and put in place measures to make your business saleable.

In times gone by many small and medium-sized business owners have passed their business on to family members; this option is not as popular as it used to be, as it is less acceptable to pass a business to the eldest (often male) child and because family members are not interested or capable of taking it on.

The next best option is for owners to sell the business and extract some value from all their hard work. Recent research by Experian Corpfin suggests some 80,000 UK business owners aged over 60 simply stop trading each year rather than selling. This has to be a missed opportunity!

Not every business is saleable but planning ahead and putting in place an exit plan will give owners a fighting chance. Buyers are looking to purchase future cash flow and profit; to deliver that opportunity vendors need to put in place an exit plan that is attractive and delivers ongoing growth. This is not a quick fix and it is never too early to start your retirement plan as it will more than likely take several years to put in place!

One of the key components of the plan is having a management team in place that can continue running the business once the owners have exited. Too many entrepreneurs are integral to their businesses, which means that when they step away, so does the value of the business.

The next component is showing profitable growth at EBITDA (earnings before interest, tax, depreciation and amortisation) level. Many buyers still value businesses by applying a multiple of between 3 and 10 by EBITDA. Therefore, it is important to have finance policies in place that deliver as high an EBITDA as possible over a sustained period of more than 1 year. Hiring a part-time finance director to help you get your finances in order, can reap real dividends at this stage.

Ensuring there are no obstacles that may hinder the sale should not be left to the last minute. Vendors will need to make sure all leases and legal requirements are in order to allow new owners to make a quick change if they want to. All legal disputes need to be settled, customer and supplier agreements up to date and all shareholders supportive of the sale, to avoid difficulties in the due diligence process prior to the sale.

Continuing to grow the business is critical so owners must keep their focus until they exit; declining businesses are not attractive and will sell at a discount, if at all. It is also necessary to maintain momentum and assemble a strong team comprising: a broker to market your business and find appropriate buyers, an accountant to ensure the numbers are correct and give you taxation advice and a good commercial lawyer to look after your interests.

Make sure you don’t miss out and plan for a life after the sale. Good taxation and investment advice are essential, to enable the lifestyle you want and to ensure a happy retirement.

Rupert Trevelyan
Managing Director
Weybrook Business Brokers

The role of a Business Broker

1) What does a business broker do?

Brokers primarily provide brokerage services for clients who are seeking to sell or buy a business. Usually, but not always they act for the seller.

At Weybrook our aim is to provide dedicated support to our clients from the moment we are engaged until the deal is completed. We work very closely with all relevant parties including lawyers, financial advisers and directors. Our point of difference is that we don’t go for a large volume of clients, choosing instead to work with a select few, whom we believe we can close a deal for.

Business brokers perform many duties including:

 Conducting an evaluation of a business and pricing it with a professional valuation.
 Drafting an offering summary, sometimes called a confidential business review. It becomes one of the most important marketing / sales documents and is provided to prospective buyers only after they have signed an (NDA)Non-Disclosure Agreement and have been checked by the broker.
 Marketing the business to the most appropriate audience whilst maintaining strict confidentiality.
 Introducing prospective buyers to the business after insuring confidentiality agreements have been signed.
 Facilitating/attending meetings between the seller and prospective buyers.
 Handling negotiations between the parties after an offer has been made.
 Assisting the due diligence process. Offers to purchase are almost always made contingent upon a further due diligence investigation.
 Ensuring the buyer has sufficient finance to buy the business. If the broker is not a qualified Financial Advisor this does not include financial advice.
 Assisting the scheduling of and facilitating the closing of the transaction.
 Brokers can also find prospective target acquisitions for clients.
 Brokers can advise clients on action plans to prepare their businesses for sale.

For clients looking to sell businesses go to:

For clients looking to prepare their business for sale go to:

For clients looking to buy a business go to:

2) Why did you become a business broker?

I have always been interested in business and businesses. Throughout my career I have been involved in aspects of M&A (Mergers and Acquisitions), including integrating businesses after a merger, demerging and selling businesses, being part of MBI (Management Buy In) and MBO (Management Buy Out) teams. In addition, I have led business turnarounds and merged operations to create profitable businesses. More recently when considering purchasing myself, I discovered a gap between my expectations and the service the brokers were offering in every potential transaction.

Put quite simply I am a broker who loves businesses and at Weybrook our aim is that:

When the time comes for owners of privately held businesses to sell, we help them transfer the business to new owners. We help make that happen by offering dedicated service for a small number of select clients. On completion of an evaluation and agreement to work with a client, we become part of a team looking to achieve the best possible transaction.

I am passionate about giving my clients an excellent service and I believe that sets me apart.

At Weybrook we work with privately held businesses with a turnover up to £20m.

Rupert Trevelyan
Managing Director – Weybrook Business Brokers

It is never too early to start planning the sale of your business!

This is a blog I wrote after presenting to the University of Westminster MBA Networking Club on 3/10/2017

It is never too early to plan your exit!

23 years after graduating with an MBA from the University of Westminster I found myself in the Business School presenting to the MBA Networking Club with an audience of past and present students. Judging from the interest and feedback I have had after the presentation, I have decided to write a piece on the subject.

I help owners of private businesses sell them, I also find businesses for buyers looking to acquire. According to the Federation of Small Businesses there were 5.5 million private businesses in the UK at the end of 2016, a growth of 2 million since 2000. Some estimates suggest that 25% of those are up for sale at any moment in time, the reality is a large proportion of those will not actually sell! We’ll explore the reason why in more detail, but some of it is undoubtedly oversupply. Take my home town Guildford, 10 years ago there were 3 barber / men’s hairdressers shops, today Guildford has 9, so if you were looking to buy a barber shop, would you buy one in Guildford or find a less competitive market place?

Back in 2007/8 I led a team trying to purchase a brewery, we had a detailed plan in place and investors lined up, the majority of the capital was going to be provided by a merchant bank, we were raising 7 times EBITDA………………….. Then I got a call, the astute amongst you will have spotted the date, we were backing up against the looming credit crunch and financial crash, the message was that “we are very sorry but we can only lend 3 times EBITDA”. The result was that we had to walk away and the shareholders had to shelve their plans and concentrate on running their business. They very nearly achieved their exit plan, but you have to be prepared for the market to change and adjust your plans accordingly.

Business owners wanting to exit, need to plan in order to avoid the many pitfalls that will face them if they don’t, most importantly not achieving a clean exit, a price that meets their expectations and ultimately selling their business

Recently the owner of a pet supplies business wanted to market it, the business turns over in excess of £3m and is well established. The owner has been in the sector all his life, first as an employee of Pedigree, before establishing the business twenty years ago. He is an industry personality, well known in the trade and by show organisers, however he doesn’t have a second in command or management structure supporting him, like many entrepreneurs he is the face of his business. This would leave incoming owners very vulnerable and therefore makes the business unattractive to potential purchasers. Add to this, his profit margin is very low, because his property costs are double those of comparable local businesses and he imports most of his stock, the weaker pound has had an adverse effect on costs. In addition, he runs a large overdraft most months, meaning an incoming owner would need sufficient working capital to cover it. All in all, the business is not currently attractive to purchasers and the owner has been advised to put a plan in place to create a management structure and to improve the business’s profitability by reducing premises rent (by moving) and making sure the cost base is less exposed to currency fluctuations. By doing this, purchasers could be convinced that this is a business with future growth potential.

The reasons owners want to exit, vary from wanting a change of lifestyle, to retire, to pursue other interests, to release themselves from bureaucracy and red tape, or that they recognise that they don’t have the expertise or resources to take their business to the next level. A Brewery owner nearing retirement age wanted to sell the business he and his wife had successfully built up. He had trained with one of Europe’s big brewers and moved to the UK so that could start a brewery and create his own recipes. He and his wife owned the premises, a beautiful mill building and built a house on the land. Despite having created a strong business, the premiums available in the property market meant that more value could be achieved by developing the mill building into apartments, than by selling the mill and business as a going concern. If more time was available then moving the brewery to another premises could have been an option, however it was decided to sell the assets and develop the property.

Another option would have been to find a strategic buyer for the brewery who would have wanted to develop the brands. Other motives to merge with or acquire businesses include: creating synergies by merging operations, entering new markets/ diversification (product, service or geographic) taking control of supply chains, growth and eliminating competition.

2017 M&A activity in the UK is broadly stable with a decrease in total volume of transactions being offset by an overall increase in market value The chart from the ONS below compares quarter1 2017 with quarter 1 2016

M&A by sector.xlsx

There are many exit strategies:

  • Finding or selling to a co-owner
  • Selling the business to management and or employees
  • Finding a financial buyer such as a venture capitalist
  • Finding a strategic buyer
  • Liquidating some or all the assets
  • Selling to a supplier, customer or competitor
  • Passing it on to a family buyer
  • Listing the company on the markets / IPO

A software company developed a point of sale solution in conjunction with a UK retailer. The retailer decided to develop an in-house solution leaving the company with no strategic partner. Apart from issues with protecting the intellectual property, the company recognised that it did not have the resources and capability to take the product to the next level. The solution was to form a strategic partnership with and potentially be acquired by a larger Eastern European company that has a number of retail solutions, but has a gap in point of sale.

The Pitchbook Global report cites that 60% of companies acquired to date in 2017, showed a 10% or greater growth in 2016. Buyers are looking for future growth and potential, something the senior partner of a recruitment consultancy should have realised when she blocked the succession of the junior partner. He got frustrated and left, taking with him over half the billings and account relationships, as well as key members of staff. If the senior partner had passed the business to the junior partner she would have realised more value for her share, than she will now get for the whole of the business.

The message is you need to plan your exit well in advance, by making sure the business is demonstrating real growth, that the finances are in order, that there are no legal issues and that you have a team in place who will deliver continuity and growth after your departure. Exiting owners must not take their foot of the pedal looking for new owners, the solution is get good advice and the right partners to help the exit, this includes commercial lawyers, a good Finance director (think about hiring a part time or Non-Executive Finance Director) and of course the right broker.

Many years ago, I had a boss who had a plaque on his wall reading “Failing to plan, is planning to fail,” that message has stuck with me and is so often pertinent, it certainly is if you want a clean exit from your business, finding the right buyer, willing to pay right price, at the time that you want.

Rupert Trevelyan

Managing Director

Weybrook Business Brokers


Buying or selling a business – avoid the bewildering fog

According to the ONS the value of mergers and acquisitions in the UK by foreign companies (inward M&A) reached a record high during 2016 of £187.4 billion, which was dominated by a small number of very-high-value deals , this is the highest value since 2011. At the top end British Business is clearly attractive to international buyers. It is less easy to discern the picture for small private businesses but the Federation of Small Businesses estimate that there were 5.5 million privately held businesses in the UK in 2016, that was an increase of 97000 on 2015 and 2 million on 2000. Privately held businesses are key to the growth of the UK economy going forward, we need to encourage and facilitate growth in this sector.

Many of us want to run our own business and one way to achieve that is to buy a business. I recently read an article from the US claiming that 50% of US adults want to run their own business, I suspect the figure would be similar in the UK. The same article also quoted a 90% drop out rate in from those individuals/potential buyers beginning a search to buy a business and then going on to make a transaction. It is also clear many businesses that are up for sale never actually sell.

Having been through the process of trying to buy companies I am aware that many sellers and buyers face a bewildering fog without the correct information or advisers.


Most people have never bought or sold a business before! Hence, they enter the process completely unprepared. No matter how successful you have been in running a business and in your career, it is unlikey anything you have done so far will have prepared you for the process. You will face potential life-altering questions, situations, and decisions during the various stages of the buying process. Not having the key knowledge to make these decisions, many buyers drop out.

To avoid this pitfall requires research and education, buyers and sellers need to invest time in building their knowledge base, you are talking about life changing transactions here, it really is worth the effort.

Choosing the right business is difficult, the same goes for the right buyer! It is a massive decision for those involved. Buyers will have scoured the listings and visited a number of sellers, yet still they may well be wrestling to match their strengths to the businesses they are looking at. Nobody wants to make the wrong decision particularly when it is such a big one. It’s tough to knuckle down, but spending time honing down your target market really will be time well spent.

For sellers, you will want to get the best value for your business and to do that you need to maintain an upward trajectory in revenues. Vetting potential buyers and determining the ones with adequate funding is time consuming and can be overwhelming if you do not have adequate resources and appropriate advisers to do it, which leads to the next point.

Expert advice can be critical to getting a deal over the line. Business brokers are remunerated by the seller and will ensure that the seller gets support, but in order to facilitate sales a good broker will work with and help prepare buyers to make a purchase, so that they can match them with their sellers.

Friends and family can provide good moral support, but they rarely have the skills required to get a deal over the line. You will most likely need to engage an accountant/ finance expert and a lawyer, if funding is required financial advisers will be needed and in some cases consultants. This sounds expensive and there will be costs involved, but getting the right advisers will invariably be critical and good value for money.

In summary :

·       If you going to buy or sell a business, you must put the time in to educate yourself about the process.

·       To get the right deal, you need to find the right business or buyer.

·       No matter how good you are; working the right professionals will increase the probability of getting a deal across the line.