When people typically speak to us
People usually speak to KLV when the situation has moved beyond a general concern and one or more of the core decision anchors — price, control, timing, people or legacy — no longer feel settled.
The common thread is not only pressure, but consequence: something may need to happen, yet the real issue, the right timing or the best route still needs work before confidence is justified.
From the owner or board side
Inbound interest from a buyer or investor
An approach has been made, but the implications — strategic, personal, financial or reputational — are not yet clear.
A board is not aligned
Different views exist on direction, timing or risk, and no shared framing yet exists.
Financial pressure, but uncertainty about the right response
Cash may be tight, but it is not yet clear whether raising money is the right answer or whether the real issue lies elsewhere.
A sale is being discussed for the wrong reasons
Momentum is building around an exit, but conviction is lacking and the route may not stand up once tested.
Options are narrowing too quickly
Time pressure is forcing decisions before the real issues have been properly understood.
Something needs to change
Performance, ownership or direction is being questioned, but the real issue has not yet surfaced clearly enough to act with confidence.
From the investor, buyer or lender side
A situation may be interesting, but seriousness is unclear
An investor, lender or strategic buyer wants to understand whether the rationale, alignment and readiness are real before engaging more deeply.
The opportunity may be real, but the framing is incomplete
Before committing time and resource, you want confidence that the principals understand the trade-offs, the likely process and what will matter beyond headline terms.
Early contact would improve the quality of any process
The situation may warrant attention, but it would benefit from clearer framing, better preparation and more realistic expectations before momentum builds.
Questions that usually signal the need for a conversation
- Is the decision clearer than the route, or has the route started to drive the decision?
- Do principals genuinely agree on what success needs to look like?
- Would the situation stand up if management, shareholders, buyers, investors or lenders looked closely now?
- What becomes harder to undo if we act too quickly or explain the situation badly?
Where situations move towards action, they typically lead into one of a small number of routes. See What this can lead to.