We have decided to sell a part of the group following a strategic review. How do we maximise value?

When should you tell the subsidiary's management team? Should you incentivise management to help you maximise the sale proceeds? What is the best way to maximise value - a rifle shot approach to the obvious buyer or a scatter gun approach to a number of potential buyers?

How can confidentiality be protected? What can be done to prepare the business for sale to ensure a smooth due diligence process?

Here are three highlighted examples of how Catalyst helped people in your position solve their problem.