Frequently asked questions

Working with Paxden 

Do I have to sell now to work together?

No. Many owners start with a confidential plan and readiness roadmap. If the right answer is 1–5 years out, we can help upgrade reporting, record-keeping, and targeted growth initiatives. If there’s no planned transaction (and therefore no capital partner to compensate us at close), we may agree to a retainer or fixed fee depending on the desired engagement.

What’s the catch?

There isn’t a hidden owner fee. The tradeoff is selectivity: we only engage when there’s a realistic path to strong terms with a partner who can execute.

If I don’t pay you, how do I know you’re loyal to me?

We run an owner-led process: your objectives and non-negotiables drive outreach, screening, and terms. If a transaction closes, the capital partner typically pays us—but we disclose economics upfront, and we select partners based on your fit and terms, not ours.

Confidentiality and process risk 

How do you prevent tire-kickers and wasted management time?

We pre-screen for fit, decision speed, and ability to transact before you spend heavy time. The goal is a small set of credible parties—not a parade of meetings. Worth noting: auctions optimize for volume; we optimize for fit + executable terms.

Do you share my information broadly? I don’t want competitors or employees to find out.

No. We keep outreach tight and staged: a short, screened list; NDA-first sharing; controlled disclosure; and clear rules on what can be shared and when. Worth noting: we don’t run auctions, which are the biggest driver of leakage and “too many eyes.”

Control, identity, and people outcomes 

Will you invest in my business—and does that create a conflict?

Sometimes—but only when it improves alignment and outcomes. Any co-investment is optional, fully disclosed, and never a condition of our counsel to you.

How do you protect my employees and leadership team?

We screen for partners with a track record of investing in people, and we negotiate protections (retention packages, role clarity, compensation alignment, and severance). Worth noting: no one can guarantee “no one ever gets fired,” but partner selection + written terms materially improves outcomes.

Can I keep the company name and brand I built?

Often, yes. We treat name/brand as a front-end term and build it into the structure and buyer screen. Worth noting: broad processes invite parties who won’t respect this; targeted outreach makes it a real constraint.

Timing and outcomes 

What does “total value” mean beyond headline price?

It means optimizing the full outcome: tax structure, rollover/retained equity, earnouts that are actually achievable, working capital, reps/warranties, indemnities/escrow, and certainty to close. Worth noting: because we avoid templated “lowest common denominator” structures, we can craft bespoke terms that match your constraints—and then find the capital partner built for them.

I don’t want to retire or quit, but I’m open to liquidity—what does that look like?

Common paths include minority capital, preferred equity, or a majority deal with control & approval rights. Put simply: who controls which decisions after a deal? We define that upfront and only approach partners who can deliver that structure. Worth noting: we’re not bound to a single fund mandate, so we design what fits you first—then match the right capital.

Can I keep ownership for my family / kids?

Often—through retained equity (minority stake), rollover equity, or other retained interests. We start with your target liquidity vs. how much ownership/control you want to keep, then design around it. Worth noting: different investors have different constraints—our job is to find the ones aligned to your structure.

I want a full exit and no ongoing responsibilities—can you do that?

Yes. We can pursue buyers who want to run the business without you post-close and support a clean transition plan (customers, employees, continuity). Worth noting: the right buyer profile matters more than the loudest headline number.

How quickly can you tell me what the economics could look like?

  • 1–2 weeks: a directional range based on key drivers and business quality
  • 1–3 months: credible, executable terms from a small set of fit-screened partners
    Worth noting: speed depends on data readiness—we’ll help tighten inputs fast.