Selling or acquiring
a company.

A structured transaction process, project-managed by Chair Consulting from the first readiness review to completion. Owners and management stay focused on running the business while we run the transaction.

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Transaction readiness, a disciplined process, and counterparties who understand your sector.

Transaction readiness, a disciplined process, and counterparties who understand your sector.

Transaction readiness, a disciplined process, and counterparties who understand your sector.

Most companies are sold once, and most acquisitions are made by teams doing it for the first time. The best outcomes rarely go to the strongest business; they go to the party that prepared properly, ran a competitive process and negotiated from a position of strength. Chair Consulting brings the same rigour Chair Capital applies to its own principal investments to your transaction: a structured consulting engagement that assesses readiness, addresses the issues a counterparty will find, and takes you to a defined universe of strategic and financial parties across the UK, EU, US and emerging markets.

£85M+

Aggregate transaction value on which Chair Consulting has acted

£85M+

Aggregate transaction value on which Chair Consulting has acted

£85M+

Aggregate transaction value on which Chair Consulting has acted

300+

Executive and institutional connections across our sectors

300+

Executive and institutional connections across our sectors

300+

Executive and institutional connections across our sectors

* Aggregate figures shown. Past performance is not indicative of future results.

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A transaction we run.

Chair Consulting acts on both sides of a transaction, never on both sides of the same one.

Company Sale

For owners and shareholders considering a full sale, a majority sale or a strategic partnership. We assess readiness, prepare the Company for market, run a confidential competitive process and negotiate through to completion.

Acquisitions

For companies, including Chair Capital portfolio companies, pursuing growth by acquisition. We define the target universe, approach and screen candidates, structure and negotiate the offer, manage diligence and coordinate funding, including where Chair Capital participates as principal.

Aligned capital

Where a company meets Chair Capital’s investment criteria, the firm may participate as principal, either alone or alongside aligned investment partners. Any such interest is disclosed in writing at the outset of the engagement.

* Indicative terms only. Subject to engagement, internal approvals and definitive legal agreements.

Our Process

Our Process

Our Process

01

Readiness Review

Weeks 0–4. Written assessment and indicative valuation. Engagement begins through the Client Portal. You sign a non-disclosure agreement first, then upload what you have from the transaction readiness checklist: financial statements, management accounts, capitalisation table, corporate structure, key contracts and any existing business plan. Partial submissions are welcome. Chair Consulting reviews the materials and delivers a written readiness assessment: an indicative valuation range, the likely counterparty universe, the issues that will arise in diligence, and a prioritised plan to address them. For an acquisition, the same review covers acquisition capacity, funding structure and target criteria. The assessment is yours to keep whether or not you proceed.

01

Readiness Review

Weeks 0–4 · Written assessment and indicative valuation. Engagement begins through the Client Portal. You sign a non-disclosure agreement first, then upload what you have from the transaction readiness checklist: financial statements, management accounts, capitalisation table, corporate structure, key contracts and any existing business plan. Partial submissions are welcome. Chair Consulting reviews the materials and delivers a written readiness assessment: an indicative valuation range, the likely counterparty universe, the issues that will arise in diligence, and a prioritised plan to address them. For an acquisition, the same review covers acquisition capacity, funding structure and target criteria. The assessment is yours to keep whether or not you proceed.

01

Readiness Review

Weeks 0–4 · Written assessment and indicative valuation. Engagement begins through the Client Portal. You sign a non-disclosure agreement first, then upload what you have from the transaction readiness checklist: financial statements, management accounts, capitalisation table, corporate structure, key contracts and any existing business plan. Partial submissions are welcome. Chair Consulting reviews the materials and delivers a written readiness assessment: an indicative valuation range, the likely counterparty universe, the issues that will arise in diligence, and a prioritised plan to address them. For an acquisition, the same review covers acquisition capacity, funding structure and target criteria. The assessment is yours to keep whether or not you proceed.

02

Preparation

Weeks 4–12. Transaction materials and counterparty list. Once the engagement letter is signed, we work with you to close the gaps identified in the readiness review and to prepare for market. For a sale this covers the information memorandum, a normalised financial model and quality-of-earnings review, the virtual data room and the management presentation. For an acquisition it covers the target screen, the approach strategy and the funding plan. In parallel we build and agree with you a defined counterparty list drawn from Chair Capital’s network of strategic acquirers, operators and institutional investors. No party is approached without your approval.

02

Preparation

Weeks 4–12 · Transaction materials and counterparty list. Once the engagement letter is signed, we work with you to close the gaps identified in the readiness review and to prepare for market. For a sale this covers the information memorandum, a normalised financial model and quality-of-earnings review, the virtual data room and the management presentation. For an acquisition it covers the target screen, the approach strategy and the funding plan. In parallel we build and agree with you a defined counterparty list drawn from Chair Capital’s network of strategic acquirers, operators and institutional investors. No party is approached without your approval.

02

Preparation

Weeks 4–12 · Transaction materials and counterparty list. Once the engagement letter is signed, we work with you to close the gaps identified in the readiness review and to prepare for market. For a sale this covers the information memorandum, a normalised financial model and quality-of-earnings review, the virtual data room and the management presentation. For an acquisition it covers the target screen, the approach strategy and the funding plan. In parallel we build and agree with you a defined counterparty list drawn from Chair Capital’s network of strategic acquirers, operators and institutional investors. No party is approached without your approval.

03

Market Approach and Offers

Weeks 12–24. Indicative and final offers. We run the approach under a single, controlled timetable. Interested parties sign a non-disclosure agreement, receive the information memorandum and submit indicative offers by a fixed date. Shortlisted parties attend management meetings and receive data room access before submitting final, fully funded offers. On an acquisition the sequence is reversed: we lead the approach, manage access to the target and negotiate the offer on your behalf. In both cases we advise on the selection of a preferred party.

03

Market Approach and Offers

Weeks 12–24 · Indicative and final offers. We run the approach under a single, controlled timetable. Interested parties sign a non-disclosure agreement, receive the information memorandum and submit indicative offers by a fixed date. Shortlisted parties attend management meetings and receive data room access before submitting final, fully funded offers. On an acquisition the sequence is reversed: we lead the approach, manage access to the target and negotiate the offer on your behalf. In both cases we advise on the selection of a preferred party.

03

Market Approach and Offers

Weeks 12–24 · Indicative and final offers. We run the approach under a single, controlled timetable. Interested parties sign a non-disclosure agreement, receive the information memorandum and submit indicative offers by a fixed date. Shortlisted parties attend management meetings and receive data room access before submitting final, fully funded offers. On an acquisition the sequence is reversed: we lead the approach, manage access to the target and negotiate the offer on your behalf. In both cases we advise on the selection of a preferred party.

04

Diligence and Completion

Months 6–9. Transaction completed. Under exclusivity, we manage confirmatory diligence, coordinate your legal, tax and accounting advisers, and negotiate the sale and purchase agreement through to signing and completion. Because the readiness work was done at the outset, this stage confirms what the parties already know rather than discovering what they do not. We remain alongside you through any earn-out, integration or transition period.

04

Diligence and Completion

Months 6–9 · Transaction completed. Under exclusivity, we manage confirmatory diligence, coordinate your legal, tax and accounting advisers, and negotiate the sale and purchase agreement through to signing and completion. Because the readiness work was done at the outset, this stage confirms what the parties already know rather than discovering what they do not. We remain alongside you through any earn-out, integration or transition period.

04

Diligence and Completion

Months 6–9 · Transaction completed. Under exclusivity, we manage confirmatory diligence, coordinate your legal, tax and accounting advisers, and negotiate the sale and purchase agreement through to signing and completion. Because the readiness work was done at the outset, this stage confirms what the parties already know rather than discovering what they do not. We remain alongside you through any earn-out, integration or transition period.

Strategic partnerships between institutions, founders, and investors.

If you have further questions, please reach out via our Contact page.

What types of transaction does Chair Consulting act on?

Company sales, majority sales and strategic partnerships for privately held companies in energy transition, data centres, AI and MedTech, and acquisitions by companies in those sectors, typically with enterprise values from £[X] million to £[X] million. Transactions outside our sectors are considered where our network is relevant.

How is an engagement structured?

In two parts. The Readiness Review is a fixed-scope consulting engagement with a fixed fee, delivered as a written assessment within [four] weeks. If you proceed to a transaction, the mandate follows a conventional retainer and success fee structure, with the success fee payable only on completion. Terms are set out in the engagement letter before any work begins.

Will Chair Capital buy my company, or fund my acquisition?

Possibly. Where the Company meets Chair Capital’s investment criteria, the firm may participate as principal, either alone or alongside aligned investment partners. Any such interest is disclosed to you in writing at the outset, and a sale process is run so that Chair Capital is treated as one bidder among several rather than as a preferred party.

How is confidentiality protected?

Information is shared through the Client Portal under a non-disclosure agreement from the moment you engage. Counterparties are approached on a no-names basis, sign their own non-disclosure agreement before receiving any identifying material, and receive data room access only once shortlisted. You approve the counterparty list before any approach is made.

What if the business is not ready?

The readiness review tells you so, in writing, with a plan to get there. Many owners engage Chair Consulting twelve to twenty-four months ahead of a planned exit for exactly this reason. Where the Company needs capital first, Chair Partners’ Interim Funding service and Chair Capital’s principal investment programme are available in parallel.

How long does a transaction take?

A well-prepared company typically completes within six to nine months of the engagement letter. The readiness review is the main determinant of timing.

© 2026 Chair Capital Ltd. All rights reserved.

Registered in England and Wales (No. 16550583). Chair Capital Ltd is not authorised or regulated by the Financial Conduct Authority. Registered office: 60 Tottenham Court Road, Office 118, London, W1T 2EW. The information contained on this website is for informational purposes only and does not constitute financial advice, an offer to invest, or a solicitation to buy or sell any security. Investment involves risk. The value of investments and any income from them may fall as well as rise and past performance is not a reliable indicator of future results.

© 2026 Chair Capital Ltd. All rights reserved.

Registered in England and Wales (No. 16550583). Chair Capital Ltd is not authorised or regulated by the Financial Conduct Authority. Registered office: 60 Tottenham Court Road, Office 118, London, W1T 2EW. The information contained on this website is for informational purposes only and does not constitute financial advice, an offer to invest, or a solicitation to buy or sell any security. Investment involves risk. The value of investments and any income from them may fall as well as rise and past performance is not a reliable indicator of future results.

© 2026 Chair Capital Ltd. All rights reserved.

Registered in England and Wales (No. 16550583). Chair Capital Ltd is not authorised or regulated by the Financial Conduct Authority. Registered office: 60 Tottenham Court Road, Office 118, London, W1T 2EW. The information contained on this website is for informational purposes only and does not constitute financial advice, an offer to invest, or a solicitation to buy or sell any security. Investment involves risk. The value of investments and any income from them may fall as well as rise and past performance is not a reliable indicator of future results.