Selling your business is a decision about your own future and the future of the people who work in it, the customers it serves and the reputation you have built.
I’m Antony Draper. I’m based in Gloucestershire and looking to acquire an established UK business from an owner considering retirement or a change of direction.
I want to build on what makes a business valuable: dependable service, people who take pride in their work and the commercial strength to keep improving. If that matters to you as you consider a sale, we have a useful place to start.
What I would want to build on
A good business makes a difference through the work it does every day. Customers get the service they were promised. People know what is expected of them, have the support to do it well and can see opportunities to develop.
My role would be to provide commercial direction and support a capable manager, giving the team clear responsibilities and the confidence to make decisions. Understanding what already works would come first.
A healthy business also needs sound finances. The aim is to earn the profit and generate the cash that allow it to meet its commitments, invest in its people and serve customers well over time.
The businesses I am looking for
An established, profitable business with repeat customers and a product or service they value. My particular interests are service, supply and maintenance businesses.
An existing team, with a manager in place or someone who could grow into the role. If key relationships and decisions still sit with you, we would need a realistic plan to transfer them.
Gloucestershire and the surrounding region are my starting point. Location needs to make sense for the business, its management and the support required through the handover.
Sustainable cash generation. The business must be able to support its operations, capable management, working capital and an agreed purchase arrangement.
Who you would be talking to
You would speak directly with me. My background includes Royal Navy service and sales, operations and delivery across HP, Capita and the public sector.
Through Antony Draper Advisory, I help owners and leadership teams build capable businesses that serve customers well, support their people and achieve more without every decision returning to the owner. That is the experience I would bring to understanding your business and planning its next chapter.
This is my own search for a business to acquire. A conversation about selling is separate from my advisory work and does not require you to become a client.
A handover built around the real business
First, understand what you want next. Your timing, the role you play today and what you want to see carried forward belong in the conversation from the beginning.
Then, understand how the business works. We would look at the team, customer relationships, day-to-day delivery and finances, including the knowledge and decisions that currently depend on you.
If there is a fit, work towards clear terms and a practical transition. That means agreeing who takes responsibility, what needs to transfer and how progress will be assessed.
Your involvement during a handover, and any commitments concerning staff, customers or the way the business operates, would need to be discussed and agreed explicitly. The plan should reflect what the business actually needs.
Start with a conversation, before the paperwork
You do not need to have all the answers or a business formally on the market. A short introduction is enough to establish whether it is worth talking.
Email me with what the business does, where it operates, its approximate turnover, the size of the team and your preferred timing. A few lines about your own role will help me understand the handover you have in mind.
Keep the first message high level. If we both want to explore further, we can agree confidentiality arrangements before you share accounts, customer details or other sensitive information.
Frequently asked questions
Are you a business broker? I am looking for a business to acquire and help lead as an owner. This page is an invitation to speak with me as a prospective buyer.
Can we talk before I decide to sell? Yes. We can discuss your plans and whether there may be a fit. An initial conversation does not commit either of us to a transaction.
My business still depends on me. Is it worth talking? Yes. We would need to understand what you do, what the team already owns and how your responsibilities could transfer. That will shape whether a purchase is practical and how a handover could work.
Will I need to stay after a sale? That depends on the knowledge and relationships that need to transfer, your wishes and the needs of the business. Any transitional role, responsibilities and duration would be agreed as part of the proposed transaction.
What would happen to my team and customers? I would want to understand the relationships and capabilities that make the business work, and how to support them through a change of ownership. Specific arrangements and commitments would need to be agreed; they cannot be promised before we understand the business.
How would the purchase be paid for? Price, payment timing and funding would be discussed for the specific business, alongside its finances and due diligence. We would need appropriate professional advice and written agreements before making commitments. This page does not offer a payment structure or funding commitment.
Do I need to buy advisory support first? No. You can discuss a potential sale directly with me without an assessment, paid review or advisory engagement.
What would you like the next chapter to look like?