Reconcile the jobs before the price
Prepare a work in progress schedule with contract values, approved changes, costs incurred, and estimated costs to complete. Explain overbilling, underbilling, retainage, and disputed amounts.
A full backlog is not automatically future profit. Show project margins and the assumptions behind unfinished work so a buyer can assess the actual opportunity.
Clarify the people and permissions
Describe who estimates, wins contracts, manages projects, and supervises work. If each major relationship runs through the owner, a sale needs a credible handoff plan.
Review licensing, bonding, insurance, and contract consent with the appropriate advisors and providers. The requirements depend on the work and the transaction structure.
Define the risk that stays behind
Discuss warranties, claims, personal guarantees, and projects that extend beyond closing. A lawyer should translate those responsibilities into the purchase agreement.
Keep a record of change orders, subcontractor balances, and customer deposits. Missing documentation can turn an ordinary working capital adjustment into an expensive disagreement.
Consider your proceeds and time together
Model debt payoff, retained receivables, taxes, and any required support after closing. A clean separation may require different terms from a sale that keeps you managing projects.
Start with a private business profile rather than sending project records to an unqualified buyer. A structured process protects both your time and ongoing customer relationships.
Continue your sale preparation
Request a business sale introduction when you are ready to discuss your company.