I started my first business in 1987: a pizza home delivery chain in the UK, back when the concept was still a novelty. By 1990, we had grown to 84 outlets and captured 15% market share. Two years later, at just 28 years old, I sold the business to the market leader, Perfect Pizza.

You’ve spent years building something that works. The revenue’s there. The systems run. The clients keep coming back. Then you

Here’s what most business owners get wrong about exits: they think it’s about finding a buyer. It’s not. It’s about

Succession isn’t something that happens on a single date. It’s a multi-year process that starts long before you’re ready to

Australia’s IT Managed Services sector is a significant and fast-growing part of the business landscape. According to IMARC Group, the Australian managed services market reached approximately AUD $8.5 billion in 2024 and is forecast to grow to around AUD $15.9 billion by 2033 .

Three weeks ago, in Omaha, Nebraska, something quite extraordinary happened. For the first time in decades, Warren Buffett — the most celebrated investor of our era — sat in the arena as a spectator while someone else ran the show.

The Peter Warren–Wakeling transaction is a textbook example of a well-structured deal caught in the slow lane — not by market conditions, but by the machinery of government approval.

Half of all M&A deals fail to deliver the value buyers expected. This isn’t bad luck. It’s a strategic problem

You’ve built something that works. Now you’re trying to decide whether to hand it to family or sell it to

Most business exits fail because the owner started preparing when they should have been signing contracts. You can’t fix three