Mid-Market Business Sales
Great deals start with the rightMIND
As an M&A advisory firm focused on the mid-market, we support entrepreneurs in succession solutions and the sale of their life’s work - with strategic precision, rigorous analysis, and the negotiation strength essential for mid-market transactions. Delivering transaction outcomes that are financially compelling and strategically sound.
M&A Advisory for Mid-Market Business Sales
As an entrepreneur, you have built a company with operational, structural, and cultural substance. In a mid-market business sale, the objective is to make this substance visible, position it strategically, and translate it into a structured process that presents you optimally to buyers and investors while maximizing value.
Many sale processes fall short of their potential — not due to a lack of demand, but because of imprecise positioning, insufficient market outreach, or weak negotiation management. This is precisely where we come in. We develop a compelling equity story, structure an optimal and competitive sale process, and lead negotiations firmly in your best interest.
As mid-market M&A advisors, we combine analytical depth with technical expertise and direct access to decision-makers. The result: transaction outcomes that fully reflect the value of your company and do justice to your life’s work.
years experience
better transaction results
of deals above price expectations
Mid-Market Business Sales
What we offer
Individual, precise, and at the highest level:
An overview of our services.
With the support of Jannis Scheufen and his team, we implemented the entire process smoothly and with a clear focus. Our vision was fully understood and executed with professionalism at every stage. We couldn’t have asked for a better partner.
René Kissel
Founding Partner
From the very beginning, it was important to us to find a partner who not only enables us to create added value for our clients on an operational level, but who also aligns with us culturally and personally – someone who will carry forward our proven structures, partnerships, and values. With encoviva and Dr. Rico Pires, we have found exactly that partner. We look forward to working together to rethink construction projects across all service areas and to further enhance planning and building processes.
Matthias Klatt
Founding Partner
For us, it was crucial to work with advisors who not only have extensive access to investors and buyers but also understand our business model and the potential of our group of companies. In Mr. Köppe and Mr. Scheufen, we have found exactly those partners.
Ferdinand Diesenreither
Managing Director of the DILA Group
After many years of deep involvement with M&A topics and close collaboration with Mr. Köppe, it was clear to me: if Ferro Duo were ever to seek a new growth partner, it would be with him. Thanks to Mr. Scheufen’s excellent advisory support and Mr. Köppe’s broad outreach to potential buyers, we achieved the best possible outcome for our company.
Alexander Kehrmann
Former Managing Director of FerroDuo GmbH
Thanks to Mr. Köppe’s comprehensive and direct approach to investors, we immediately entered negotiations with offers that far exceeded my initial expectations. Through Mr. Scheufen’s strategic and analytical preparation, we were able to substantiate these offers and ultimately turn the transaction into a great success.
Christian Weiser
Former Managing Director of Weiser GmbH for Fire Protection and Engineering
Vom Brandschutz-Spezialisten zum begehrten Akquisitionsziel. Die Erfolgsgeschichte der Weiser GmbH für Brandschutz und Technik
Statt Standardprozesse zu fahren, entwickelten wir eine maßgeschneiderte Verkaufsstrategie, die aus einem lokalen Brandschutzunternehmen ein attraktives Investment machte.
8 Sektoren,
gezielte Expertise
Von kritischer Infrastruktur bis
zu Wachstumssektoren.
Ein erstes Gespräch schafft oft mehr Klarheit, als jede Recherche.
Sie wünschen sich einen Partner, der Ihr Unternehmen versteht, in Verhandlungen nicht zurückweicht und im gesamten Prozess für Sie die Extrameile geht?
Dann vereinbaren Sie ein unverbindliches Gespräch mit der MIND Geschäftsführung.
Frequently asked questions about selling a Mid-Market Business
Answers to key questions regarding process, valuation, and market positioning.
1. What does a typical mid-market business sale process look like?
A structured sale process typically includes preparation, valuation, preparation of marketing materials, targeted buyer outreach, indicative offers, due diligence, and contract negotiations. Professional management of each phase is critical. The process must be designed to create competitive tension while ensuring you remain in control during the key stages.
2. How is my company valued in a sale process?
A transparent valuation is typically based on earnings-based methodologies (e.g., trading multiples or DCF) and is validated through market benchmarking and deal context. Key value drivers include the stability of cash flows, customer structure, management depth and process maturity, dependency risks, and the credibility of the growth narrative.
3. How do I identify suitable buyers for my company?
Suitable buyers are identified through systematic market analysis and direct outreach to strategic investors and financial sponsors. A structured process creates competitive tension and strengthens your negotiating position in achieving the right succession solution.
4. How long does a mid-market business sale take?
In practice, a well-managed process typically takes between 6 and 12 months, depending on preparation, complexity, buyer universe, and transaction structure. Early preparation not only shortens the timeline but also increases the likelihood of successfully completing the right succession solution.
5. What are common mistakes in a business sale?
Frequent mistakes include insufficient preparation, unrealistic pricing expectations, limited market outreach, granting exclusivity too early, and weak negotiation management.
6. Should I sell my company internally or externally?
The answer depends on your strategic, family, and financial objectives. Whether an internal or external sale is appropriate depends on company structure, market environment, and your personal goals. It is critical to evaluate both options in a structured manner before making a decision.
7. What are the most important value levers prior to a sale?
Value is created in the preparation phase: establishing a strong second management level, documented processes, robust financial transparency, low owner dependency, recurring revenues, a diversified customer base, and a compelling equity story that clearly articulates growth opportunities and risks. The lower the perceived uncertainty for buyers, the lower the risk discount applied.