How Do I Get My Team Aligned on Selling?

Getting everyone on the same page

How Do I Get My Team Aligned on Selling?

Before starting deal conversations, align co-founders on exit goals, get investor buy-in, plan key employee retention, and decide who knows what when. Internal disagreement visible to buyers kills deals fast.

Critical Alignment Areas

Co-Founder Alignment

If you have co-founders, you need complete agreement before talking to anyone:

  • Exit goals: What does success look like for each of you?
  • Timeline: How quickly do you want to move?
  • Minimum terms: Walk-away price, employment requirements, equity structure
  • Decision process: How will you make final decisions together?

Why critical: Buyers will pick up on any hesitation or disagreement between founders. It's a huge red flag that suggests internal dysfunction.

Investor Management

If you're VC-backed, your investors control important levers:

  • Liquidation preferences: Who gets paid first and how much
  • Board seats: They may need to approve any deal
  • Drag-along rights: They might be able to force a sale
  • Strategic input: Their network and advice can be valuable

Action items: Brief them on your thinking, understand their position, get their support before you start the process.

Key Employee Retention

Buyers often care more about keeping your team than your product:

  • Identify critical employees who must stay post-acquisition
  • Think through retention packages and equity acceleration
  • Plan how to communicate with them during the process
  • Address their concerns about job security and cultural fit

Risk: Key people quitting during due diligence because they're worried about their future can kill deals.

Communication Strategy

Who Knows What When

Inner circle (know immediately): Co-founders, key investors

Second circle (know when LOI signed): Critical employees, key advisors

Broader team (know during due diligence): All employees

External (know at closing): Customers, vendors, public

Managing Information Flow

  • Use NDAs with everyone in the inner circles
  • Have a standard script for what to say if asked
  • Plan for leaks—they happen and can hurt morale
  • Be honest but not alarmist with your team

Post-Exit Planning

Buyers want to know what they're getting in terms of ongoing leadership:

  • Your commitment: How long will you stay? What role do you want?
  • Key team members: Who else is committed to staying?
  • Transition plan: How will you hand over responsibilities?
  • Cultural integration: How will your team fit with theirs?
What Can't I Control in an Acquisition?