Venda un negocio en el sector de la energía, los recursos y los servicios públicos.

“The business will be delivered with a normalized level of working capital.”

Selling a part of your business is more than achieving the highest valuation. A good exit strategy should consider timing, deal terms, personal wealth, growth, and the right buyer or partner.

Selling a business can open the door to more than a new phase. It can change how you think about what you built, who you built it with, and what you want to do next.

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Most business owners don’t wake up one day and decide to sell their company. The decision is usually years in the making.

In today’s dynamic financial landscape, many business owners are seeking innovative ways to secure a comfortable retirement. One sometimes-overlooked strategy is mergers and acquisitions (M&A), which can be used by business leaders, savvy investors, and entrepreneurs to build wealth over time. When strategically executed, M&A tactics can help you to facilitate portfolio growth, generate passive income, and ultimately contribute to a more secure and prosperous retirement.

Benchmark International is pleased to announce that two outstanding members have been recognized as winners in the 17th annual Emerging Leaders Awards. Congratulations go to Eric Kolesnikov, Associate Transaction Director, and Lindsey Price, Marketing Specialist, on this well-deserved achievement.

The prospect of a merger or acquisition can create tension among employees involved in the transaction. However, this does not have to be the case. When managed thoughtfully, employees may find themselves looking forward to the upcoming changes rather than feeling anxious or uncertain. It is essential to evaluate how a deal might influence employee productivity and to adopt a leadership style that fosters motivation, open communication, and overall satisfaction during periods of significant transition. Try to empathize with your employees’ perspectives, recognizing their potential concerns about job security, alterations in their roles, and the emotional toll these changes may entail.  There is a common perception that mergers frequently lead to job cuts, which can heighten stress levels. Nevertheless, layoffs are not an inevitable outcome of every merger; sometimes, the results can be quite the opposite. People should always remain a central focus during such transactions, and neglecting this aspect could lead to a significant drop in your business’s valuation, adversely affecting the overall deal. A vital practice in mergers and acquisitions is to assess how your employees will be influenced both prior to and after the completion of the transaction.

Benchmark International supported the shareholder of AlpinEnergie Distributions GmbH in the search for a sustainable succession solution as part of a structured process. With the takeover by AE Betriebs & Beteiligungs GmbH, a future-orientated partner was found who will continue to develop the company and lead it into the next growth phase.

Benchmark International apoyó al accionista de AlpinEnergie Distributions GmbH en la búsqueda de una solución de sucesión sostenible como parte de un proceso estructurado. Con la adquisición por parte de AE Betriebs & Beteiligungs GmbH, se encontró un socio orientado al futuro que continuará desarrollando la empresa y la llevará a la siguiente fase de crecimiento.

You have worked so hard and so long to build your business. You deserve to make the most of the time that comes after successfully selling it to the right buyer. You have likely grown accustomed to dedicating your time and energy to your company, which may make it challenging and cause you to feel uncertain when navigating the new era that follows your exit. Some owners find this time easier to sort out than others. But it's okay to feel unsure about what you should be doing now, after years of pouring your life into your company. You know that it's time to focus on the future. But what exactly does that entail? Here are some important places to start.

When a business comes with a clear, documented playbook, it instantly becomes more attractive to buyers. Buyers want confidence that an acquisition will run smoothly, and nothing provides that assurance quite like transparent processes, defined roles, and transferable knowledge. For lower middle-market companies, especially, a playbook can mean the difference between attracting competitive offers or facing buyer hesitation.

La industria mundial de los servicios públicos es un sector de un billón de dólares que experimenta un crecimiento histórico debido a los avances tecnológicos, el crecimiento de los mercados emergentes, la flexibilización de las normativas gubernamentales y la reducción de las barreras de entrada. Se prevé que el mercado siga creciendo a medida que aumente la demanda, se generalicen las opciones energéticas y la innovación impulse el cambio.

The global utilities industry is a trillion-dollar sector experiencing historic growth due to technological advancements, growth in emerging markets, easing of government regulations, and lower barriers to entry. The market is expected to continue to grow as demand expands, different energy options become more widely available, and innovation drives change.

In a world of increasing urbanization and globalization, there is a crucial need for energy and utilities to keep up with unprecedented levels of demand. The global energy mix is comprised of oil, liquefied natural gas (LNG), coal, renewable energy (wind, solar, and hydropower), and electricity segments.

En un mundo cada vez más urbanizado y globalizado, es crucial que la energía y los servicios públicos estén a la altura de unos niveles de demanda sin precedentes. La combinación energética mundial se compone de petróleo, gas natural licuado (GNL), carbón, energías renovables (eólica, solar e hidroeléctrica) y segmentos de electricidad.

Benchmark International is pleased to announce that our very own Kayla Sullivan has been named an Emerging Leader by The M&A Advisor’s 16th Annual M&A Awards. This award is given to a distinguished group of rising stars shaping the future of mergers & acquisitions, restructuring, and corporate finance.

When it comes to timing the sale of a company, you'll never know if it's too soon, but you'll know for sure when it's too late. Of course, you don’t want to sell too soon and leave money on the table. However, if you wait too long and sell too late, you can lose any advantages you may have with potential buyers. So, what’s the answer? There isn’t one answer. There are multiple factors to consider, and some may be more important than others depending on the business and its circumstances. Every business is different, and every industry brings its own challenges and benefits. But there are some steps you can take to put yourself in the best position to sell.

ESOPs have a special place in the business world. There's a bit of mystery around them as they are outside of typical business structures, and many need to understand how they work, much less their role in an M&A transaction. Some ESOPs seeking to sell are curious if they can do so with an ESOP in place. Others looking to buy or be bought out by an ESOP aren't sure of the proceedings. Fortunately, Benchmark has managed both situations and can navigate deals with these added layers of complexity.