Keep the deal team working from the same questions

Organize transaction preparation around the evidence, open issues, and decisions each specialist is responsible for.

Diligence readiness brief

Which issues should we resolve before opening diligence?

Financial: Identify earnings and working-capital questions.
Commercial: Review customer concentration and key agreements.
Coordination: Assign unanswered questions to the responsible specialist.

A shared issue list is not a shared permission slip.

Keep each question connected to its evidence and reviewer. Let financial, legal, and operating specialists contribute without assuming everyone may access every document.

Prepare for a transaction review

Start with these inputs.

The transaction objective and representation side
Financial and operating source documents
The people allowed to review each topic

Help with the preparation. Keep the decisions clear.

Mandates, compensation, confidentiality, securities and legal requirements, diligence conclusions, and transaction approvals stay with the authorized parties and qualified professionals.

Who decides what to share?

The owner chooses their goal and what private information to share. Agree on the business, purpose, records, people, and access before beginning. An introduction or existing relationship is not blanket permission.

Does a draft mean the work is done?

No. Preparation, professional review, owner approval, and completed action are separate. A draft does not authorize spending, filing, publishing, or contacting someone. Confirm completion in the system where the action occurs.

How does this fit with the rest of SMB?

Use the advisor hub for work with an invited owner. Practice-wide organization and permissions are a separate question; sharing a method never grants access to every client’s information.

Review the practice model

Different help for different questions.

Start with one owner’s question.

Bring the right context to the next conversation.

See owner collaboration