Robert Marie on why selling a business is a full-time job

When Robert Marie first stepped into business broking three to four years ago, it wasn’t by chance. He had already built a long career in corporate services, where he developed a sharp understanding of how businesses operate and what makes them valuable. Alongside that, in his own personal capacity, he had been through the process of buying and selling businesses himself.

It was during those experiences that he spotted a gap: many small business owners were reaching the stage of retirement, yet few had the knowledge or support to navigate the complex process of selling.

“It’s a daunting process,” Robert says. “Most business owners haven’t thought about selling for 15 or 20 years. They don’t know where to start.”

That realisation became his motivation to step into broking — not just as a facilitator, but as a guide who helps owners achieve the exit they deserve.

Here are Robert’s key pieces of advice for business owners considering a sale.

Don’t wait until you’re tired to sell

Robert has seen too many owners approach him when their energy and their sales are already in decline. It makes the process harder and the outcome less rewarding.

“The best time to sell is when things are going well,” he explains. “If your numbers are slipping, buyers hesitate. Their accountants and lawyers will tell them to walk away. But when your business is performing strongly, you’ll attract more interest and stronger offers.”

He often tells sellers to think about an exit years in advance, not months. A planned handover gives you time to tidy up processes, strengthen contracts, and make the business less reliant on you — all of which add value.

For sellers, the challenge is recognising that the ideal moment to prepare an exit often comes earlier than expected — while you’re still motivated and the business is healthy.

Advice to sellers: Plan your exit before you reach the point of fatigue. Start when your numbers are heading north, not south.

 

Treat selling like a full-time job

Robert often compares selling a business to taking on an entirely new role. He recalls one sale that generated more than 180 enquiries across 18 months.

“Imagine running your business and at the same time handling that many calls, emails, and meetings,” he says. “Something’s got to give — and it’s usually the performance of the business itself.”

Owners also underestimate the number of stakeholders involved — buyers, accountants, lawyers, landlords, even franchisors in some cases. Robert explains that each party moves at a different pace, with their own requirements, and coordinating them is a job in itself.

That’s why a broker’s role matters. By managing the flow of enquiries, filtering genuine buyers from the curious, and keeping negotiations organised, Robert shields owners from distractions and keeps the business looking its best.

Advice to sellers: If you try to juggle everything yourself, your business performance will likely slip at the worst possible time. Enlist help — whether from a broker or trusted advisors — so you can keep your focus on running the business well.

Recognise the hidden value in your business

After years in the same business, owners often stop noticing what makes it special. Robert remembers one electronics supplier who mentioned, almost in passing, that Amazon Web Services was a client.

To the owner, it was just another account. To Robert, it was gold. “Having AWS on your books is a huge coup,” he says. “But because the owner lived with it every day, they didn’t see how powerful that detail was to a buyer.”

Identifying value is just the first step. Robert creates a detailed business overview — a professionally prepared document that pulls together financials, operations, customer insights, and competitive advantages in a way buyers can understand. “We have specialists on the team who help package the information,” he says. “It’s not just about what makes a business unique, but how you present it to the market so buyers see the opportunity clearly.”

Part of his role is drawing out those overlooked gems — systems, customer relationships, contracts — and placing them front and centre in the sales profile.

Advice to sellers: Don’t dismiss what feels “normal” to you. Details like strong systems, high-profile clients, or niche expertise may be the very things that set your business apart. A fresh set of eyes can help identify these assets and put them front and centre.

Be patient with the process

Even when an offer is made, the finish line isn’t close. From finance approvals to contract negotiations, unexpected hurdles often extend timelines.

“Every deal is unique,” Robert says. “In one sale, one party wanted an asset deal, the other a share sale. That meant two contracts, more negotiations, and extra rounds with lawyers and accountants. It can be frustrating, but it’s normal.”

He often sees sellers expecting a 3–6 month process, but advises them to budget for 9–12 months. “Deals fall over, buyers change their minds, finance takes longer than expected. If you plan for delays, you’ll be better prepared to ride them out.”

Recognising upfront that the process takes longer than expected helps owners stay focused and avoids disappointment.

Advice to sellers: Be patient and realistic. Deals can take months — sometimes longer — to reach settlement. Rushing only increases frustration and risk.

Don’t take buyer questions personally

Perhaps the most trying stage for many sellers is the barrage of questions buyers inevitably ask. To an owner, they can feel obvious or repetitive. To a buyer, they’re due diligence.

“Owners can get frustrated repeating themselves to multiple buyers,” Robert says. “They think, ‘Isn’t this obvious?’ But for the buyer, it’s essential. That’s where I step in as a buffer — handling the queries, keeping things professional, and protecting the vendor’s energy.”

He also stresses that questions aren’t a sign of doubt, but of seriousness. “If a buyer is digging deep, that usually means they’re interested,” he explains. “Silence is the real danger. Questions mean you’ve got someone genuinely considering the deal.”

That buffer prevents deals from derailing under the weight of miscommunication or frayed tempers.

Advice to sellers: See this as part of the process, not a personal critique. Buyers are entitled to be thorough. A broker can act as a buffer, filtering questions and ensuring communication stays productive.

The bottom line for sellers

For Robert, the advice is clear: start preparing before you think you need to. Keep your business strong during the process, be patient with the timeline, and recognise that the right support can make all the difference.

“Selling a business should be the culmination of your effort, not the hardest chapter of all,” he says. “With the right preparation and guidance, it can be a rewarding exit — one that reflects the years of work you’ve put in.”

Contact details

Get in touch with Robert