By Roy Russell, Founder and CEO, Ascertus Limited
The motivation for entrepreneurs to sell their businesses can be many. Mine was to grow my already successful, 12 year old document management solutions firm by being a part of a larger corporation. The notion of leveraging the support of the parent company to improve the offering and catapult the prospects – not simply of the business, but also of the staff – was appealing. At the time, the sale had all the makings of a “dream deal” – my offering complemented the business of the parent company, the buyer was committed to the acquisition, my plan for the business was approved, and I had assurance that my staff would be retained.
However, the lustre of being acquired for bigger and better achievements soon dulled. I realised that although I was retained to manage the new business unit, this did not come close to satiating my ‘entrepreneurial’ appetite. Two years later, I bought my company back, re-registered the name and transferred the staff back, under Transfer of Undertakings (Protection of Employment) (TUPE) regulations. Today, we are a growing business in the legal sector offering tailored information and document lifecycle management solutions to legal departments and law firms.
Often unspoken, there can be drawbacks to selling your business:
A business requires agility, it’s important to be able to make decisions quickly to take advantage of new opportunities that present themselves unexpectedly.
However, due to a change in top management at the parent company within months of acquiring Ascertus, it was deemed by the new bosses that information and document management wasn’t necessarily an area that they particularly wanted to pursue after all. The company decided to concentrate on its core business in the US.
The point here is that a business can be devalued in a flash – not because it doesn’t have potential, but because corporate objectives change. Today, we are thriving – we have customers of the calibre of John Lewis, Nissan Europe, BBC Worldwide and many other well-recognised brands.
In hind sight, I recollect being wary of the extent of the scale of legal paperwork, considering the size of my business and the ensuing legal costs. To dutifully meet the legal requirements, it meant reduced attention on the business, simply because there weren’t enough hours in the day to do justice to both.
This lack of transparency frustrated me. As an entrepreneur, I prefer to have my finger on the pulse of the business – and know everything, warts and all!
Clearly, I speak from my own experience, and hind sight is always 20:20. Perhaps my biggest predicament being part of a ‘corporate’ was that it greatly dampened my ‘entrepreneurial’ spirit. However, it was a great learning curve – and as a business we’ve come out stronger and better. We have the market opportunity, a solid customer base, great people in the company and a drive and passion for what we do – in my book, all the ingredients for success!