2026 Could Be Your Breakout Exit Year… If You’re Willing to Prepare for It Today
If you own a business and are thinking about whether 2026 might be the right time to sell, there is reason for cautious optimism—along with a clear mandate to prepare early. After years of volatility, major dealmaking surveys from firms such as Deloitte, EY, S&P Global, DC Advisory, and BDO point toward a more favorable condition ahead arising from stabilizing interest rates, renewed buyer appetite, and narrowing valuation gaps. However, the bar for quality is rising, diligence is intensifying, and owners who wait until the last minute to prepare will find themselves at a disadvantage. As someone who spent decades as a CEO completing acquisitions—and now advises owners as a business broker and provider of strategic business consulting services—I’ve seen this dynamic play out many times. Markets shift, but preparation always wins. Below are the trends shaping 2026 and the concrete steps that will determine whether your exit creates optionality or disappointment. A Market Turning Upward: What the Data Shows for 2026 Financing Is Improving—and Buyers Are Reactivating Across multiple surveys, dealmakers expect 2026 to be a year of renewed momentum. Lower interest rates mean capital becomes cheaper for strategic acquirers and private equity firms, helping unlock transactions that stalled over the last two years. When capital loosens, so does buyer activity—especially for well-run companies. Valuation Gaps Are Narrowing Surveys by both Deloitte and EY both highlight a key shift: buyers and sellers are finally aligning on price expectations. The premium will increasingly go to companies with clean financials, documented processes, and defensible EBITDA. Buyers Are More Selective—Not Less Even with improving sentiment, the intensity of due diligence is rising. Firms like PBMares and Prairie Capital note that buyers are digging deeper into normalized financials, customer concentration, management depth, and working-capital discipline. Deals aren’t falling apart because of the market—they’re falling apart because the business did not prepare for the scrutiny. Strategic Buyers Are Accelerating “Tuck-In” Acquisitions S&P Global and DC Advisory point to ongoing consolidation across sectors including business services, healthcare, specialty manufacturing, and home services. This matters for you because strategic buyers pay premiums when:• your company fills a capability gap• your customers expand their footprint• your geography or workforce accelerates their growth If your business clearly demonstrates strategic synergies, valuation multiples improve. Positioning Your Business for a Better Outcome A changing market creates opportunity, but opportunity only rewards the prepared. If you want buyers to see your company as a strategic asset rather than a project to fix, now is the time to strengthen the fundamentals that drive confidence, valuation, and competitive tension. 1. Professionalize Financial Reporting If you want to attract serious buyers—including private equity and strategic acquirers—you need financials that withstand scrutiny. That means: Businesses with sloppy books suffer valuation haircuts. Businesses with transparent, defensible numbers often command a premium. 2. Reduce Owner Dependence Many small and mid-sized companies remain overly reliant on the founder. Buyers view this as a red flag. Begin shifting responsibilities now. Document roles, elevate your second-tier leadership, and demonstrate that the company can operate effectively without you. This is perhaps the single most important step you can take to sell your business successfully. 3. Strengthen Your Strategic Buyer Narrative Your business is worth more when buyers can instantly see the fit. That requires intentional positioning: A strong narrative is not marketing—it’s valuation leverage. 4. Prepare a Diligence-Ready Company Early Deloitte’s global dealmaker surveys show that poorly prepared companies experience the highest failure rates. Create a data room early and keep it continuously updated. Include contracts, HR files, compliance documentation, KPIs, SOPs, and customer information. When diligence goes smoothly, credibility—and enterprise value—goes up. 5. Mitigate Concentration and Operational Risks Customer concentration, supplier dependence, inconsistent margins, and outdated systems can all scare buyers away or justify a lower multiple. Start addressing these now. Even incremental improvements strengthen your negotiation position. For key insights on where your business stands on these critical factors, take the Value Builder Survey and receive your Value Builder Score (VBS). The VBS report ranks your business, compared to other similar businesses, on 8 key drivers of enterprise value. It will give you a good roadmap for plotting your preparation strategy. You can access the VBS survey here: Value Builder Score Survey Timing Matters But Preparation Matters More If you’re evaluating whether to sell a business in the next 12–24 months, the data suggests the environment may become increasingly favorable—but only for companies that meet the higher bar buyers expect. Preparing early is no longer optional; it is a strategic investment that influences valuation, deal structure, and even your ability to close. This is where the right advisory team makes a measurable difference. Whether you’re searching for a business coach seeking experienced business consulting services, or partnering with a seasoned business broker, expertise matters. You only get one chance to sell your company—get the preparation right. The companies that achieve exceptional outcomes in 2026 will be the ones whose owners start preparing now, while the window is widening and buyer momentum is building.
