Cannar M&A advises owners and investors on the sale, purchase, and valuation of privately held businesses in the lower middle and core middle markets. Senior-only attention. Total discretion.
Four integrated disciplines, delivered by the same partner from first conversation to signed close. No hand-offs to juniors. No lead-generation theatre. Just the work.
They refused to rush a decision that would shape the rest of my life. Cannar ran a process that protected my staff, defended my number, and delivered a buyer I was proud to hand the keys to.
We had walked away from two prior processes. What changed was having a partner who read our financials as carefully as we did, and who told us plainly which parts of the story would not survive diligence.
On the buy-side, the value was in the deals they talked us out of. Three acquisitions in eighteen months, and not one of them arrived through a broker's inbox.
Our partners have built, owned, and exited their own businesses. We know what the diligence request list does to a founder's week, what the earn-out clause feels like from the seller's chair, and which concessions are worth making. That is not something an advisory career alone teaches.
The advisor in your first meeting is the advisor at the closing table. No hand-off to an associate once the mandate is signed, and no process run by someone who has never met your business.
Value is set by tension, not by negotiation. We build a qualified buyer field and run it to a deadline, so terms are compared against each other rather than conceded one at a time.
Diligence findings surface before the market sees them, not during exclusivity when every open issue becomes a price adjustment.
Staff, customers, and competitors learn on your timetable. Controlled release, staged disclosure, and nothing that circulates beyond the buyers you have approved.
The greater part of our compensation arrives when yours does. We are paid to finish the transaction, which is why we decline the mandates that should not begin.
A manufacturing business can be profitable, respected and growing – and still lose value during an M&A process. This often surprises owners. They may have spent 20 or 30 years build.
Many SME owners think the sale process begins when the business is listed. In reality, the process starts much earlier. “What multiple are businesses like mine selling for?” It is…
Many SME owners think the sale process begins when the business is listed. In reality, the process starts much earlier. The businesses that attract stronger buyer…
Executive Summary Most discounts happen before you meet a buyer—via messy numbers, owner-dependency, weak contracts, and avoidable working-capital surprises. Starting 12–36 months…
Executive Summary Both paths can work. Buying trades a higher upfront cheque for speed, cash flow on day one, and a known playbook to improve. Starting trades time and uncertainty…
Executive Summary Most value is lost before the LOI is signed—through weak preparation, owner dependency, messy numbers, and poorly negotiated terms. Solve these ahead of marketing…
All conversations are confidential. Senior advisors
respond within one business day.
