M&A Legal Documentation: What Sellers Must Know
- Brandon Chicotsky
- Jan 15
- 18 min read
When selling your business, getting your legal documents in order is non-negotiable. Buyers scrutinize these records during due diligence to assess risks, ensure compliance, and confirm the business's legitimacy. Missing or incomplete documents can lead to price reductions, delays, or even deal cancellations. Here's what you need to know:
Key Document Categories:
Corporate formation and governance (e.g., Articles of Incorporation, bylaws).
Material contracts (e.g., customer agreements, supplier contracts, leases).
Compliance records (e.g., licenses, permits, regulatory filings).
Intellectual property (e.g., patents, trademarks, copyrights).
Litigation history (e.g., pending cases, disputes, settlements).
Employment and equity records (e.g., contracts, stock ledgers, cap tables).
Preparation Tips:
Audit and organize all records well in advance.
Ensure contracts are complete, signed, and updated.
Verify ownership of intellectual property and secure transferability.
Disclose any litigation or compliance issues upfront.
Use a secure virtual data room to streamline buyer access.
Corporate Formation and Governance Documents
Your corporate formation and governance documents are the legal foundation of your business sale. They confirm your company's legitimacy, operational authority, and the right to sell. Without them, the process can hit significant roadblocks.
Here’s a closer look at the key documents and records you’ll need.
Articles of Incorporation and Bylaws
The Articles of Incorporation (or LLC Certificates of Formation) filed with your Secretary of State serve as proof of your business's legal existence and standing[8]. Buyers rely on this documentation to confirm they’re dealing with a legitimate entity. Without it, they’re unlikely to proceed.
Your bylaws or operating agreement outline the internal rules governing your business[9]. These documents detail how board meetings are conducted, decision-making processes, and what approvals are necessary to authorize a sale. During due diligence, buyers will review these to ensure your governance procedures align with legal and operational standards.
"Raising money or selling your business can sometimes feel like a marathon, and much like training in advance can help you achieve better results on race day, preparation in advance for a financing or M&A transaction can put you in the best position to have a successful outcome." - Brian T. Sullivan, Wyrick Robbins[8]
Before listing your business, make sure all registered details are up to date and that no outdated provisions could complicate the sale[3][8].
Shareholder Agreements and Equity Records
Equity records are essential for clarifying ownership and rights. These include stock ledgers, shareholder agreements, voting agreements, and any right of first refusal (ROFR) or co-sale agreements[4]. Buyers will need a clear, uninterrupted chain of ownership from your company’s formation to the present.
Inconsistencies in these records can lead to trouble. For instance, a mismatch between your cap table and stock ledger might raise concerns, while missing board approvals for equity issuances can signal governance lapses. These issues could give buyers leverage to negotiate a lower price - or even walk away entirely[10].
"Preparing your business records in this way will instill confidence in a buyer or an investor that you operate an organized and well-run business." - Brian T. Sullivan, Wyrick Robbins[8]
To avoid complications, maintain an accurate cap table listing all stock issuances, options, and warrants. Include current contact details for every equity holder[8]. Every share issuance should be backed by proper documentation, such as board approval minutes, purchase agreements, and stock certificates. If you’ve made informal equity promises to employees or partners, formalize these agreements before buyers uncover them during due diligence[8]. Additionally, for businesses with multiple owners, ensure updated agreements reflect unanimous consent for the sale to prevent internal disputes from derailing the deal[9].
Material Contracts and Agreements
Material contracts are a cornerstone of due diligence, offering a clear lens into your company's operational and financial health. These agreements, especially those tied to significant costs or revenue (typically over $250,000 annually), are closely examined by potential buyers. They provide insights into revenue stability, supply chain dependability, and any lurking risks[13].
During the due diligence phase, which usually lasts 30 to 60 days, buyers will scrutinize these contracts to ensure they remain enforceable after the sale.
"Material contracts form the backbone of a company's operational and financial health, making their review one of the most vital and detailed aspects of due diligence." - Jack Nicholaisen, Founder, Business Initiative[11]
Key Types of Material Contracts
Customer and supplier agreements take center stage. Buyers typically request contracts from customers contributing to the top 10% of your revenue[5]. These agreements reveal whether your revenue streams are stable or at risk of sudden termination. On the supplier side, buyers assess the reliability of your supply chain and whether pricing terms are fixed or subject to unfavorable adjustments.
Employment contracts with key personnel are another priority. These should include retention and non-compete provisions[11][14]. If these agreements are missing or lack critical protections, buyers may negotiate a lower purchase price or require you to establish these terms before closing.
Real estate and equipment leases are essential for continuity in operations. Many leases include "anti-assignment" clauses, requiring landlord approval before transfer[12][3]. Government contracts, meanwhile, often have strict non-assignment or change-of-control terms that demand early attention[12].
Partnership and joint venture agreements define profit-sharing, management roles, and shared risks[11][14]. For businesses relying on technology, intellectual property licenses - including both third-party IP usage and employee-created IP - are critical documents buyers will verify[12].
Preparing and Reviewing Contracts
Start by auditing all contracts to ensure they're complete and signed[13]. If any terms, like payment schedules or delivery deadlines, have been modified informally through emails or verbal agreements, formalize these changes immediately. Informal arrangements won't fly with buyers. Also, flag any change-of-control clauses in your contracts[11][12].
"Buyers will want to know that these contracts will continue in force and effect following closing. If there is any belief they may not, then the sellers should communicate this possibility." - Elizabeth A. Resteghini, Attorney, Morse[12]
For contracts requiring third-party consent - such as lease transfers - secure these consents from landlords or suppliers early to prevent delays at closing[12]. Use this pre-sale period to renegotiate unfavorable terms, like looming expiration dates or restrictive covenants[3].
Store all contracts in a secure virtual data room equipped with indexing and search features. This setup allows buyers to review documents efficiently while maintaining confidentiality[15]. Additionally, prepare detailed disclosure schedules that list any exceptions to your representations about contract "good standing." This step protects you from post-closing indemnity claims if issues arise later[1][2].
Contract Types Comparison Table
Contract Type | Seller Preparation Steps | Common Risks | Mitigation Strategies |
Customer Contracts | Verify revenue stability, pricing, and remaining terms | High customer concentration or termination risk | Secure long-term renewals; identify "at-risk" revenue early |
Supplier Agreements | Review pricing, delivery schedules, and exclusivity clauses | Supply chain disruption or change-of-control triggers | Lock in pricing; secure early consents; identify alternative vendors |
Real Estate Leases | Check for anti-assignment clauses and expiration dates | Landlord refusal to consent to lease transfer | Renegotiate lease terms or extensions before listing the business |
Employment Agreements | Document compensation, benefits, and non-competes | Loss of key employees or high severance costs | Offer retention bonuses; formalize equity promises |
Partnership/JVs | Clarify profit-sharing and governance terms | Conflicts of interest or management deadlocks | Ensure governance and exit provisions are clearly documented |
IP Licenses | Verify ownership and usage rights | Infringement claims or loss of key licenses | Obtain signed invention assignment agreements from employees |
Compliance and Regulatory Documents
When selling your business, ensuring all regulatory documents are in order is a non-negotiable step. Buyers will want proof that your business is operating legally and can continue to do so after the sale. This involves gathering everything from basic business licenses to specialized permits and environmental documentation.
Licenses and Permits
Start with the general business licenses - the core documents that confirm your company’s legal existence. These include state and local business licenses, any assumed name (DBA) registrations for alternate operating names, and certificates of authority for each jurisdiction where you do business. A Certificate of Good Standing from your Secretary of State, dated within the last 30 to 90 days, is also essential. This document verifies that your business is legally registered and up to date on state taxes.
Pay special attention to industry-specific permits, as these often cannot be transferred automatically. For example, if you run a restaurant, childcare center, or professional services firm, the buyer may need to have these permits reissued in their name. Zoning and use permits are equally important to confirm that your business location complies with local regulations under new ownership. Buyers typically verify these with local planning departments.
If your business handles hazardous materials or operates in a regulated industry, you’ll need to provide environmental compliance documents. This includes current and historical environmental permits, records of hazardous substances, descriptions of disposal methods, and any Phase I or Phase II environmental assessments. For larger transactions, antitrust filings may also be required. Under the Hart-Scott-Rodino (HSR) Act, companies meeting certain thresholds must file a Premerger Notification with the FTC and DOJ, which involves a mandatory 30-day waiting period before the deal can close [1].
"Failing to transfer business licenses or permits could delay the closing or invalidate the sale, leaving both parties legally exposed." – UpCounsel
Organizing and verifying these documents early can help avoid unnecessary delays during due diligence.
Retention and Verification of Regulatory Documents
Start gathering compliance records - such as tax returns, licenses, and certificates - well before negotiations begin. This gives you time to resolve issues like expired permits or unpaid taxes that could otherwise complicate or derail the sale.
Verification is more than just having the documents in your files. Cross-check each license and permit with the issuing agency to confirm they are still valid. Ensure all business records reflect accurate information, such as current agents and addresses. For contracts tied to physical locations or secured assets, secure any required approvals from landlords or lienholders in advance.
Conduct a pre-sale audit to uncover potential liabilities. This might include environmental assessments to identify contamination risks or tax reviews to flag unpaid obligations. Assign a compliance lead - such as your General Counsel or CFO - to oversee the collection and organization of regulatory documents. Use a secure virtual data room with clear indexing so buyers can review the materials efficiently while maintaining confidentiality.
"The results of the due diligence process can cause the buyer to react in a variety of ways, from demanding a reduction of the purchase price to terminating the transaction altogether." – J. Gerard Legagneur, Attorney, Nolo
Below is a reference table summarizing key compliance documents and their potential impact on the transaction.
Licenses and Permits Reference Table
Document Type | Retention Period | Verification Method | Potential Deal Impact |
General Business License | 3–5 years | State/Local Registry | Closing delays or invalidation of sale |
Environmental Permits | Indefinite/Historical | EPA/State Agency Records | Indemnity claims or purchase price adjustments |
Zoning/Use Permits | Duration of occupancy | Local Planning Department | Operational shutdown or relocation requirements |
HSR Antitrust Filing | Transaction-specific | FTC/DOJ Receipt | Legal block of the transaction |
Professional Certifications | Current/Active | Licensing Board Verification | Loss of business valuation or key contracts |
Good Standing Certificate | Recent (30–90 days) | Secretary of State | Inability to legally transfer assets |
Intellectual Property and Ownership Records
Intellectual property (IP) often stands as one of the most critical assets for companies in tech, software, and digital industries. For buyers, your IP portfolio - covering patents, trademarks, copyrights, and trade secrets - forms the backbone of your competitive edge and future revenue opportunities. Without proper documentation to prove ownership, you could face delays in closing a deal or lose leverage during negotiations.
Here’s what you need to know to document your IP effectively and avoid hiccups during due diligence.
Types of Intellectual Property to Document
Start by compiling a comprehensive list of your patents and patent applications, including all filings with the U.S. Patent and Trademark Office (USPTO). Make sure to include both issued patents and pending applications, as buyers will want to evaluate the full scope of your protected innovations.
Next, gather all trademark registrations for brand names, logos, slogans, and product designs. If you’ve relied on common law trademarks, include those as well.
For copyrights, focus on written materials, website content, software code, and databases. In software and SaaS businesses, the codebase is often the most valuable asset being acquired. Maintain a Software Bill of Materials (SBOM) to document any open-source components and confirm compliance with licensing requirements. Non-compliance with open-source licenses can be a serious red flag for potential buyers [18].
Trade secrets - like algorithms, client lists, recipes, or manufacturing methods - require a different approach. Record the measures you’ve taken to protect them, such as confidentiality agreements, NDAs, and security protocols. Don’t overlook digital assets like domain names, social media accounts, and branded hashtags, as these are increasingly scrutinized during the due diligence process [16].
Keeping thorough records helps prevent disputes over ownership and ensures a smooth transfer of assets.
"In software, SaaS, and internet businesses, it's the codebase, algorithms, trademarks, and data rights that buyers are really acquiring. IP is the foundation of your competitive moat, your recurring revenue, and your future roadmap." – iMerge Advisors [18]
Ensuring Proper Ownership and Transferability
Once your IP inventory is documented, the next step is verifying ownership and ensuring it can be transferred without issues.
Buyers will require proof of a clear chain of title, showing that all IP was legally transferred from its original creator to your company. This is where many sellers run into trouble. Review employment and contractor agreements to confirm they use present-tense assignment language, such as "hereby assigns", instead of future-tense terms.
"Agreements that state the employee 'will assign' their inventions, or merely that the company owns the inventions, are not present tense assignments and will only require the employee to assign the IP at a later date." – Patrick T. Muffo and Lauren Gregory Leipold, Seyfarth Shaw LLP [17]
For work created by independent contractors, ensure signed agreements explicitly assign ownership of their contributions to your company. Unlike employees, contractors automatically own their creations unless a written agreement states otherwise. If you’ve worked with freelancers - whether developers, designers, or consultants - double-check that their agreements include clear assignment clauses [17].
Conduct an internal audit of your IP before entering negotiations. Confirm that any IP developed by founders before incorporation has been formally assigned to the company. Ensure all patents, trademarks, and copyrights are properly registered with the relevant authorities - such as the USPTO for patents and trademarks or the U.S. Copyright Office for copyrights.
Additionally, review any outbound licenses you’ve issued to third parties. Exclusive licenses, in particular, can unintentionally transfer ownership rights or reduce the value of your IP [17][19]. For third-party licenses - such as APIs, SDKs, or data sources you rely on - check whether these agreements are transferable or require consent in the event of a sale or change of control.
If any gaps in documentation exist, address them now. Have employees and contractors sign confirmatory assignments before due diligence begins. Waiting until the process is underway can raise concerns and potentially derail the deal [18].
Clear and well-organized IP documentation not only strengthens your valuation but also reduces the risk of complications after the sale.
Litigation and Dispute Records
Impact of Litigation on M&A Deals
In mergers and acquisitions, keeping litigation records in order is just as important as compliance and intellectual property documentation. Unresolved legal disputes can throw a wrench into the process, shaking buyer confidence and potentially derailing the deal altogether. Beyond the financial risks, hidden litigation issues can erode trust. If a buyer uncovers disputes late in the game, they gain leverage to renegotiate for a lower price or even walk away entirely [7]. Worse yet, undisclosed disputes might suggest to buyers that management is either concealing other issues or lacks proper control over the business [3].
Litigation history also plays a role in shaping how deals are structured. Active lawsuits often prompt the inclusion of indemnification clauses to shield buyers from future losses. Alternatively, a portion of the purchase price may be held in escrow for 12–24 months. If an undisclosed liability emerges post-closing, buyers can typically claim escrowed funds without the hassle of proving their case in court [23]. The clarity and precision of these indemnification terms directly impact your post-closing liability, making transparency critical [20].
"If you don't get everything fully disclosed in the disclosure schedules, it can create problems after closing. It may cause you to get sued, be involved in arbitration, or you may lose your escrow funds." – Trey Hendershot, Managing Shareholder, Hendershot Cowart P.C. [23]
Given these risks, organizing your litigation records systematically is an essential next step.
Organizing Litigation History
To present a clear and complete picture of your litigation history, categorize records into four main groups: pending litigation (ongoing lawsuits where your company is a defendant), threatened litigation (claims that have been communicated but not yet filed), settled disputes (resolved cases), and court orders or injunctions that could affect future operations [5]. Buyers will expect details on a variety of disputes, including regulatory issues with government agencies, employment claims like unpaid wages or discrimination, and intellectual property conflicts such as patent infringement [20].
It’s also helpful to apply materiality thresholds to streamline disclosures. Many sellers negotiate to disclose only disputes where potential liability exceeds a specific dollar amount - commonly $500,000 - to avoid overloading schedules with minor claims [21]. At the same time, keep an internal "shadow" list of smaller disputes that fall below this threshold. This ensures you're prepared to quickly update schedules if the buyer pushes for a lower materiality limit during final negotiations [21][22].
Be upfront about major pending litigation early in the process. Sharing this information in a direct, business-to-business conversation builds trust and avoids the impression that you’re trying to bury bad news in the disclosure schedules [21][22].
"Disclosure schedules should not be considered the proper forum in which to first inform the buyer [of negative information]... otherwise it might give the impression that the seller is attempting to sneak such disclosure into the deal documentation without the buyer noticing." – Arnold & Porter [21]
Lastly, make sure every litigation document uploaded to your virtual data room is also explicitly listed in your disclosure schedules. Simply providing access to a file doesn’t fulfill your legal obligation to disclose it [21][23]. To ensure consistency across all documentation, appoint a single point person - such as your General Counsel or CFO - to oversee litigation records and coordinate the process [7].
Employment and Equity Documents
Key Employment Contracts to Prepare
Employment contracts play a critical role in ensuring key personnel stay on board and in reducing liability risks during mergers and acquisitions (M&A).
Start by focusing on executive agreements, especially those with "golden parachute" clauses governed by Internal Revenue Code Section 280G. These provisions can lead to significant tax penalties for both your company and executives if not accurately calculated before the deal closes[25]. For private companies, identifying these issues early allows time to hold shareholder votes or explore other solutions to minimize risks[25].
Next, review the standard employment contracts for essential employees. Clearly defined agreements that outline responsibilities, compensation, and benefits not only safeguard your workforce but also enhance your company’s value by reassuring buyers that critical staff will remain post-sale[3].
Pay close attention to restrictive covenants, such as non-compete, non-solicitation, non-disclosure, and confidentiality agreements. These are essential for protecting trade secrets and proprietary information[24][3]. Keep in mind that the enforceability of non-compete agreements varies by state, so tailor restrictions to the potential risks posed by each employee. For example, while a non-disclosure agreement may suffice for most employees, senior executives might require non-compete clauses where legally permissible. With trade secret litigation on the rise, these agreements are becoming increasingly important in business transitions[24].
Don’t overlook Collective Bargaining Agreements, compliance with the WARN Act, ERISA plans, and COBRA obligations[25]. Additionally, prepare post-closing agreements, such as consulting or employment arrangements to assist during the transition, and Transition Services Agreements for back-office support like IT, HR, or accounting[2][3].
Lastly, audit your worker classifications before starting due diligence.
"The Buyer needs to avoid any misclassification issue arising out of the Seller's activities, which can impose great liability on a Buyer, including, but not limited to, unpaid taxes, unpaid benefits, and various penalties."
Conducting a self-audit helps identify and address potential liabilities that could reduce the value of your business[28][29].
Equity and Ownership Distribution
In addition to retaining employees, having clear and accurate equity records is critical for reflecting your ownership structure during M&A discussions. Every stock option, restricted stock award, and profit-sharing plan must be properly documented and accounted for[25].
Verify all equity grants with formal documentation that includes details like the number of shares, strike price, and vesting schedule. Ensure your equity plans comply with regulations such as Rule 701 for federal exemptions and Internal Revenue Code sections like 409A (deferred compensation) and 280G (parachute payments). Failing to comply with Section 409A can result in immediate taxation and a 20% penalty[27].
Pay particular attention to acceleration clauses. A double-trigger mechanism - requiring both an acquisition and termination without cause - can ensure equity vests appropriately while also supporting employee retention during the transition.
Adopt standard vesting schedules to maintain a clean and "investor-ready" cap table. According to data from Carta, the typical seed-stage startup has an employee stock option pool of about 13.5% of fully diluted shares, increasing to 17.2% for Series D companies[26]. Additionally, 95% of vesting cliffs are set at one year, and nearly 70% of employee grants include a vesting cliff[26]. Sticking to these norms simplifies the auditing process for potential buyers.
Use equity management software to avoid errors and ensure every share and option is accounted for. Audit your cap table early to eliminate inactive equity and confirm everything is in order.
If the transaction involves stock purchases, you may need to provide physical stock certificates or a certified shareholder list from a transfer agent. Buyers may also request a written legal opinion from your counsel confirming the company’s capital structure, shares outstanding, and the lawful issuance of securities.
One trend to note: around 20% of terminated options on the Carta platform now offer a post-termination exercise period longer than the traditional 90 days[26]. Extending these periods has become a more common employee-friendly practice, which can influence how equity is valued and transferred during M&A deals.
Conclusion
Final Thoughts on Documentation Preparedness
Strong legal documentation is at the heart of every successful M&A transaction. It not only validates the deal but also safeguards your interests and ensures a smooth ownership transfer. Preparing essential documents early - well before identifying a buyer - can help maximize your business's value and address potential issues upfront, saving time and avoiding complications later on[3].
"Legal paperwork lays out all the terms, obligations, and representations of both parties, reducing the chances of post-sale disputes and misunderstandings." – The Oracle Legal Group[6]
Using a well-organized digital data room can enhance your professional image[7]. Take care of issues like tax inconsistencies or missing signatures ahead of time to avoid price reductions during negotiations[7]. Also, appoint a single point of contact - such as your CFO or General Counsel - to oversee all due diligence requests, ensuring both consistency and security throughout the process[7].
Protecting sensitive information is equally critical. Always secure a Non-Disclosure Agreement (NDA) before sharing proprietary data[30][3]. Additionally, confirm that all employees and contractors have signed agreements assigning intellectual property rights to your company before negotiations begin[30].
With your documentation in order, the next step is seeking expert guidance to ensure the transaction proceeds smoothly.
How God Bless Retirement Can Help
Expert guidance can transform thorough preparation into a successful business sale. Building on the groundwork of solid legal documentation, God Bless Retirement offers comprehensive support tailored to businesses with EBITA under $25 million.
The firm provides certified business valuations using methods like discounted cash flow analysis and comparable company analysis to determine a fair and informed asking price[30]. Their team ensures your company records are meticulously organized into digital categories, covering everything from financial statements and corporate governance documents to intellectual property and employment agreements. This level of preparation ensures that nothing is overlooked before buyer review[30]. Additionally, God Bless Retirement prioritizes confidentiality while connecting you with qualified buyers through its private network.
Beyond brokerage services, the firm offers access to a network of specialized advisors, including CPAs for tax filings, attorneys for contract and compliance matters, and financial planners for post-sale wealth management[30][9]. This collaborative approach ensures every detail of your transaction is handled with expertise, from valuation to closing.
"Having a team of attorneys on your side is essentially mandatory in any M&A transaction to ensure that any potential risks have been properly screened and mitigated prior to closing." – Matthew Moisan and Ryan Flynn, Crowell & Moring[30]
God Bless Retirement begins with a free preliminary valuation and confidential consultation to help you understand your business's position in the market. Once you're ready to move forward, their full listing service activates a buyer network, manages negotiations, and supports you through all documentation requirements. Best of all, fees are only charged upon the successful closure of the deal.
FAQs
What happens if a seller doesn’t have all the required legal documents for an M&A transaction?
Incomplete legal documentation during a merger or acquisition can spell trouble for sellers. Missing or incorrect paperwork can stall the process, shake the buyer's confidence, or, in the worst-case scenario, cause the entire deal to collapse. On top of that, sellers might find themselves entangled in legal disputes or facing financial penalties if key details are left out or inaccurately presented.
To steer clear of these pitfalls, it's crucial to have knowledgeable professionals by your side. Experts can help ensure every document is accounted for and accurate, keeping the process smooth and compliant. A reliable brokerage, such as God Bless Retirement, offers the expertise needed to handle the intricacies of M&A transactions while safeguarding both confidentiality and compliance.
How can business sellers ensure their intellectual property is properly documented and transferable during an M&A transaction?
To safeguard the value of your intellectual property (IP) and ensure a seamless transfer during a sale, begin with a thorough IP audit. This means confirming ownership of all IP assets - like trademarks, patents, copyrights, trade secrets, and proprietary data. Make sure proper agreements are in place with employees, contractors, or collaborators. Collect all key documents, such as registration certificates, licensing agreements, and any required third-party consents.
Once your audit is complete, create a detailed IP schedule to include with the transaction agreements. This schedule should clearly identify the ownership and status of each asset. Use a specific intellectual property transfer agreement to formally assign rights, confirm ownership, and address any post-closing tasks - like filing assignments with the USPTO. If there are unresolved issues, such as unregistered trademarks or compliance gaps for open-source components, handle them before closing the deal.
Partnering with a business broker like God Bless Retirement can make this process much easier. They can help coordinate legal documents, connect you with skilled IP attorneys, and ensure that all transfer provisions are properly integrated into the M&A agreement. This way, you can focus on the bigger picture while they handle the details.
How can sellers prepare material contracts for M&A due diligence?
Preparing material contracts for M&A due diligence is a crucial part of the selling process. Sellers need to start by gathering all relevant agreements - this includes vendor contracts, customer agreements, leases, and employment-related documents. It’s essential to ensure these materials are complete, current, and aligned with legal requirements.
Here’s how to prepare effectively:
Organize contracts efficiently: Set up a digital or physical filing system to group contracts by type, making them easy to locate and review.
Check for compliance: Carefully review contracts to confirm they meet legal standards and resolve any gaps or inconsistencies.
Flag key clauses: Pay special attention to terms like termination rights, change of control provisions, and non-compete agreements, as these often receive extra scrutiny during due diligence.
Partnering with experts, such as the professionals at God Bless Retirement, can make this process smoother. Their specialized knowledge in M&A transactions ensures your contracts are well-prepared and ready for review, helping you approach the sale with assurance.
