Selling a company is already one of the most delicate moments in a business owner's life. Now imagine doing it while pregnant, with the process stalled for more than a year and the need to finish everything before the pregnancy enters its final stage.
That was the situation of a businesswoman who owned a small internet provider in Rio Grande do Norte, with revenue of about R$ 300 thousand a month. The business was for sale, and the M&A process was moving, but not at the speed her life required.
The challenge
The sale process (sell-side) had been under way for more than a year, but it hadn't reached a stage that would allow a quick close. At the same time, the client needed peace of mind to go through her pregnancy and take care of her health.
The pressure to close soon weighed on her, as she had to balance the pregnancy with running the business. And the risk was twofold: drag the process out and bring insecurity and stress into an important personal moment, or rush it and compromise the company's value. The challenge was to sell in record time without giving up the quality of the process or the value of the business.
How Vispe worked
The answer was a task force. The whole team was mobilized, from the leadership, who ran the negotiations, to the BDRs, who handled contact with potential buyers. Everyone had a single focus: close the deal quickly and safely.
Due diligence was simplified and accelerated. The legal and finance teams responded faster, adjusting documents and presentations without compromising the accuracy of the information. Steps that usually take months, such as long negotiations and drawn-out contract reviews, were compressed to fit a 45-day timeline. To make sure nothing was lost along the way, communication was constant, with frequent meetings to review progress and make quick decisions.
The biggest obstacle was precisely that timeline. An M&A deal like this usually takes months of preparation, negotiation and due diligence. The team had to revise schedules and redistribute tasks to make sure nothing was overlooked, which took far more effort than usual. What made the difference was coordination between areas, especially on documentation, financial analysis and communication with buyers.
The results
- Timeline: the deal closed in 45 days, when an M&A process takes at least 120 days on average.
- Payment: the negotiation was handled so that the seller was paid in cash, upfront.
- Multiple: improved in the transaction.
The most important result, however, isn't in the numbers. The client was able to go through her pregnancy calmly, without the weight of the sale. She was very pleased with the team's speed, and the trust built by that speed and by the care for her well-being created a strong bond between the parties.
What changed
Before, there was a potential seller with a stalled process. Afterwards, a businesswoman who achieved one of the greatest successes anyone can have in business: seeing her company acquired and her legacy carried on.