Our

Diligence

Checklist

Like any buyer, at Permanent Equity, the process of getting to know you starts with a comprehensive diligence request list. 

While the specific questions that an individual buyer may ask are going to vary, generally, any request list is going to be organized around concepts and questions meant to elicit information about your business.  This section of the workbook, which was derived from our own master list of diligence questions, identifies these central concepts by presenting a plain language version of each request, an explanation of what we're trying to understand, and the type of documentation we ask for.

(This content is dense and best viewed on a desktop.)

Let’s start at the beginning: Who are we building a partnership with? Who are you as a company? How is it organized? Who owns it?

From financials to contracts to employees, tell us how you operate day-to-day and think about the future.

Risk isn’t bad – but we’ve got to know the full picture to take risks (and identify opportunities) with confidence.

Specifics and follow-ups on the ins and outs of your business — and an invitation for you to fill us in on anything we missed.

Access the Interactive PDF.

Who are you?

Wait, haven’t we met? Yes, but we want to dive deeper –

At a baseline, we need to know who makes up your company, how it’s organized, what type of entity it is, where it operates, who holds ownership interests, and who has an impact on or say in decision-making.

It’s the first step to understanding who we should talk to and negotiate with, where we need to look for more information, what liabilities we might consider, and how we can best partner with and steward your company.

  • Who are you? Where do you operate? What type of entity are you? And does that line up with what we’re best able to steward?

    Provide:

    Company org. chart listing:

    • Legal name

    • Entity type

    • Ownership

    • Jurisdiction

  • Help us get a baseline understanding for how, why, under what conditions, and with whom a business was organized.

    Provide:

    • Articles/certificate of incorporation

    • Articles/certificate of organization

    • By-laws

    • Certificate of partnership

    • Evidence of foreign registration

    • Operating, partnership, and stockholder agreements

    • Any other similar documentation

  • Many companies don’t keep minutes, but if you have them, they’re another way for us to understand how your company is organized.

    Provide:

    • Records of meetings and actions by written consent of the board of directors or equity holders of the company

  • We want to know where you’ve been and what you’ve done as a company in the past. It’s about understanding risks and liabilities.

    Provide:

    • A brief written history of the company including:

      • Any predecessor companies

      • Changes of ownership

      • Reorganizations or acquisitions

      • Any other names the company has operated under

  • Knowing where you’re located and where you work helps us understand associated laws, taxes, and any liens.

    List:

    • All cities, states, and other locations where the company:

      • Is registered/qualified to do business

      • Maintains an office or inventory

      • Owns or leases real estate or has employees or independent contractors

      • Has material sales or business (more than $50,000 in a year)

  • From our point of view, we want to know what’s part of your company, what isn’t, and how any agreements affect the numbers – and how they’d work in the case of a transaction.

    List:

    • Any other entities or ventures in which the company owns an interest with:

      • The amount or percentage of the interest

      • Any related party agreements

  • We want to make sure that everyone who’s supposed to get paid gets paid – that means diving into any formal or informal equity in the company.

    Who owns equity in the company?

    • Provide: Capitalization chart/table listing the owners of the company’s equity and how much they own

    Are there any other equity-like interests in the company?

    • List: Outstanding equity options, restricted stock, appreciation rights, profits interests, warrants, and any other actual, derivative, convertible, phantom, etc. equity (or equity-like) interests

  • If you’ve promised something equity-like to anyone or agreed to sell something to someone, it could shift who gets paid and what a deal looks like.

    Have you promised any equity-like interests to anyone?

    • Provide: Any oral or written agreements to grant or issue stock, options, restricted stock, appreciation rights, profits interests, warrants, etc.

    Is there anything else that might change the ownership or economics of the company or deal?

    • Provide: All certificates, books and transfer documents, or other record showing all issuances, transfers, and/or cancellations of the equity interests identified

    Have you promised to sell something to someone?

    • Provide: Any documentation relating to repurchases, redemptions, exchanges, conversions, or similar transactions

  • And, we need to know who has influence over a transaction — anyone who has voting rights and needs to be involved in the sale.

    Who has voting, operating, stockholder, or sales rights?

    • Provide: Voting agreements, operating agreements, stockholder agreements, transfer restriction agreements, rights of first offer or refusal, co-sale rights agreement, put/call agreements, preemptive rights, etc.

    Are there any outstanding assignments of rights?

    • Provide: All documents relating to outstanding proxies, powers of attorney, voting trusts, etc.

    Are there any restrictions on the transfer of assets or equity, or the ability to issue and pay any dividends?

    • Describe: Any restrictions

What do you do?

We want to nerd out with you on all the whats, whys, and hows of what your company does and what makes it tick. Get ready for a deep dive on:

  • how you approach financial matters (from the numbers and raw materials to projections and trends)

  • who you do business with (customers, contracts, and vendors)

  • what you own and how you protect it (assets, real estate, and intellectual property)

  • how you manage employees (labor, employment, and benefits)

We get it – this is a hefty set of questions. The point isn’t to overwhelm you – it’s to get an accurate picture of what operations look like at your business (the day-to-day reality) to understand where we can be helpful and what an investment could look like.

How do you approach financial matters?

  • So, we’ve seen your summary financials – now we want to know how well those line up with reality, how they were compiled, and whether anyone else has verified them.

    Provide:

    • Financial statements, balance sheets, income and cash flow statements, and a summary of your accounting policies from the last five years

    Indicate:

    • Whether the statements are audited, reviewed, compiled, or unaudited

    Show your work with:

    • Historical and current balance sheet account reconciliations, detailing:

      • Cash

      • Receivables and unbilled receivables

      • Inventory

      • Prepaids

      • Fixed assets

      • Reserves and accruals

      • Sales tax

      • Deferred income

      • Indebtedness

      • Other balance sheet entries

  • Even though it’s not finalized, we want to look at the raw, monthly data from the beginning of the fiscal year. It gives us a more granular view of your quality of earnings.

    Provide:

    • Monthly interim financial statements since the end of the fiscal year

    Show your work with:

    • Historical and current balance sheet account reconciliations, detailing:

      • Cash

      • Receivables and unbilled receivables

      • Inventory

      • Prepaids

      • Fixed assets

      • Reserves and accruals

      • Sales tax

      • Deferred income

      • Indebtedness

      • Other balance sheet entries

  • Knowing where you think your company is going helps us think about how we’ll work together post-close. But also, how you put your projections together (using an arbitrary growth rate, identifying key drivers of the business, etc.) gives us a lot of insight into how you think about your business and what’s important.

    Provide:

    • Most recent projected financial statements

    • Supporting assumptions

  • We’ve touched on it with individual financial statements, but here we’re asking for the overarching explanation about how you put together your numbers. Looking at the books can only tell you so much unless you know the rules of engagement.

    Provide:

    • A description of and support for:

      • Critical accounting policies

      • Revenue and cost recognition methods

      • Changes in accounting methods, principles or policies during the last five years

      • Non-GAAP financial measures

  • We’ve gotten the numbers from the financial statements – now we want to know what story you get from them.

    Provide:

    • A summary of revenues, gross margins, and operating income trends for the past five years

  • If you look at your business’s controllable and non-controllable expenses over the last five years, where are there patterns? And why are they there?

    Identify and explain any trends in:

    • Non-controllable expenses (rent, taxes, insurance, etc.)

    • Controllable expenses (direct operating expenses, advertising and promotions, utilities, general and administrative, repairs and maintenance, supplies, etc.)

  • Show ‘em if you got ‘em (please have them). But also, we’d like to know who made them, how accurate they’ve been historically, and what your budgeting tendencies are.

    Provide:

    • Budget for the current fiscal year

    • Budgets for future periods

    • Reconciliation of budgets to actuals during the last five years

  • You’ve told us about your accounting procedures. Now we’d like to verify them with another source.

    Provide:

    • Any communication from the company’s tax advisors and accountants describing:

      • Accounting controls

      • Methods of accounting

      • Other procedures

  • If you’ve got any “off-book” arrangements, we need to know about them. It helps us understand the full scope of the business’s obligations and liabilities.

    List:

    • Any off-balance sheet arrangements, liabilities, or obligations

    Describe:

    • The what and why of any of these arrangements

    • Their importance

    • Any revenue, expenses, or cash flows they generate

    • What will happen if the arrangement ends

  • This serves as a sort of bibliography for the asset side of the balance sheet – what’s included in “equipment.” Titles should transfer at closing.

    Provide:

    • The most recent asset schedule (both fixed and unfixed)

    Explain:

    • The depreciation policies and methods for each asset class

  • These are sometimes listed as assets on the balance sheet. If so, let’s make sure they’re worth what they’re listed for.

    Describe:

    • Any deferred costs and/or prepaid expenses

  • Show us the process behind the numbers. We want to see how money comes in, and when and how it shows up on the balance sheet.

    Describe:

    • The receivables system and controls, walking a standard transaction through sales, billing, accounts receivable, and collections

  • Money you’re able to collect quickly is worth more than money you can’t collect. If bills aren’t getting paid to you or by you, why? How do you deal with it?

    What is past due and why?

    • Provide: Aging schedule of accounts receivable and accounts payable

    • Identify: Collections/payments since aging date, reasons for all past due payables and receivables

    What has this looked like in the past?

    • Provide: Historical numbers – aging schedule for AR/AP and any AR write-offs for the last five years

    How do you decide when to write something off?

    • Describe: Existing bad debt reserve

    Do you use a collections company for past due receivables?

    • Describe: Past or current factored accounts receivables

  • For construction and long-dated manufacturing, how do your WIP accounting and backlog factor into your balance sheets?

    Provide:

    • A schedule of:

      • Backlog and WIP

      • Costs in excess of billings

      • Billings in excess of costs

    Estimate:

    • Percentage completion for ongoing projects

    Provide:

    • Specifics on current backlog:

      • Customer name

      • Work location

      • Start date

      • Contract size ($)

      • Services to be provided

      • Anything outside the norm

Who do you do business with?

  • Your product and service portfolio. How much of each product or service has contributed to the top line of the business?

    List:

    • All services you provide, detailing (for the past five years):

      • Revenue

      • Location

      • Customer

  • How does your customer concentration break down and how much of your revenue do they account for?

    List:

    • 20 largest customers for each of the last five years, indicating amounts and nature of services provided

  • The supply chain for the whole business. How dependent is your business on each supplier? How hard would it be to replace a supplier? Is your business a big client or a small client of any given supplier?

    Who are your top 10 suppliers?

    • List: Top 10 suppliers (other than suppliers of goods and services generally required by all businesses, e.g. office supplies, utilities, etc.) for each of the last five years, including:

      • The amount of products supplied

      • The nature of products supplied

    What kind of service are you getting?

    • Describe: The status of the relationships with major suppliers and vendors and any supplier quality issues

    What pricing model are you using?

    • Describe: The fixed pricing model used by the company with certain vendors and suppliers

  • Where are you in terms of scale relative to what the market has capacity for?

    Indicate:

    • The total market size for the company’s services where it operates

    Describe:

    • How you expect the markets for those services to change in the next five years

  • How does your company stack in the competitive set? What is the competitive landscape?

    Provide:

    • A list of major competitors and descriptions of their competing services

    • An assessment of the relative market share of the company and its major competitors in each of the service areas offered by the company

  • In your product and service portfolio, how do you sell each of those things?

    Describe:

    • Existing marketing strategies for each service line

    • Any contemplated changes

    Provide:

    • Any marketing and sales literature, brochures, etc.

  • What quality control program(s) have you implemented and how are they maintained?

    Describe:

    • The company’s quality assurance/quality control process for all jobs

    Provide/Describe:

    • Compliance manual

    • Internal processes

    • Checklists

    • Training

    • Testing, etc.

  • You have products and services in the market, how do you service them? What is the company liable for if there’s a defect in the product or service?

    Describe:

    • Any warranties you provide related to work or services

    • How warranties differ for different types of services

    Provide:

    • Copies of any warranties and/or related documents the company provides to customers

    • All warranty claims and associated costs during the last 10 years

  • Another chance to tell us about any handshake deals or other off the book transactions that may have been developed in the trenches of operating your business. We need to know about them so we can help formalize these kinds of transactions.

    Detail:

    • Any "off the books" activities the company engages in

  • What’s your philosophy on list price vs actual sale price? How long do you sell a product at full price before moving it to discount? Do you participate in Prime Day, holiday sales, etc?

    List and describe:

    • Any discount, rebate, credit, or other similar terms or programs offered to customers

  • If you provide services to clients, how do you estimate the cost for each project? And with internal projects, how do you estimate the time it will take to implement internal changes?

    Describe:

    • How much, if any, of the process is automated

    • How the process is delegated across each office

    • The level at which estimations occur

    • How many estimators work out of each office

  • Have you gone through the process of having your business valued before?

    Provide:

    • Copies of all business valuations, market studies, feasibility studies or appraisals of the company completed during the last five years

    • Any recent analyses of the company prepared by investment bankers, engineers, management consultants, auditors, etc.

What do you own and how do you protect it?

  • We want to understand the rules of your inventory game.

    What inventory do you have? How much does it cost?

    • Provide: Current inventory schedule

    • Describe: Inventory costing procedures and valuation assumptions

    What’s slow-moving inventory?

    • Provide:

      • Policies and procedures used to identify the company’s excess, slow moving, or obsolete inventory

      • An analysis of current excess, slow moving, or obsolete inventory

    Have you made any adjustments to the balance sheet or carrying costs?

    • List: Historical book-to-physical adjustments for the last three years

    Does your inventory match the sales?

    • Provide:

      • Reconciliation of perpetual inventory listing to the general ledger

      • Breakdown of inventory by product line

    Do you have the assets in place to support earnings you think you’ll make?

    • Provide: Computation of day’s sales in inventory and inventory turnover, by product line and in total

    What’s your catalog?

    • List: Products and services currently sold by the company and its subsidiaries, together with applicable prices and discounts

  • Owning property and leasing property come with two different sets of challenges and responsibilities. So, what do you own?

    List:

    • All property owned by the company, including the address and use for each parcel

    Provide:

    • Documentation of:

      • Title

      • Title insurance

      • Mortgages

      • Deeds of trust

      • Leases

      • Security agreements

    • Any available:

      • Maps

      • Surveys

      • Floor plans

      • "As-built" architectural plans and specifications, etc.

  • And what do you lease?

    List:

    • All real property leased by the Company (whether as lessor or lessee)

    Provide:

    • Outstanding leases

    • Subleases

    • Estoppel certificates

    • Related subordination or non-disturbance agreements

    • Maps

    • Surveys

    • Floor plans

    • "As-built" architectural plans and specifications, etc.

  • Real property has additional issues, responsibilities, and potential liabilities, particularly if there are condition issues or planned improvements.

    Provide:

    • Most recent engineering reports or assessments on property conditions, including:

      • Plumbing

      • Mechanical

      • Electrical and heating

      • Ventilation

      • Air-conditioning system

    • Schedule of projected capital improvements or replacements

  • Are the properties that you own or lease compliant with all regulations and fit for use?

    Provide:

    • Certificates of occupancy pertaining to any of the property the company owns or leases

  • If someone has a claim against one of the company’s properties who isn’t the owner, it can affect transferability and restrict free use until it’s taken care of.

    List:

    • Material encroachments

    • Liens

    • Easements

    • Other encumbrances on the property

    Provide:

    • Documentation of any of the above

  • What uses are your properties zoned for? And are those uses properly documented?

    Provide:

    • Copies of any:

      • Zoning letters

      • Zoning variances

      • Governmental permits, licenses, and approvals required for the use and operation of property

  • Not only do we want to know what machinery and equipment you have, but we also want to know what its useful life is. Having to replace something eventually is one thing, but having to replace it immediately is a different calculation.

    List:

    • Fixed assets

    • Machinery

    • Equipment

    Identify:

    • For each asset or group:

      • Whether it is owned or leased

      • Cost

      • Depreciation reserve

      • Method of depreciation

      • Insured value

      • Estimated remaining useful life

      • Condition suitability for use

      • Appraised value

    • For any leased assets:

      • All supporting documentation

      • The underlying lease agreement

  • We need to know what vehicles you own not only to have an accurate count, but also because there are particular, state-specific processes for transferring ownership.

    List:

    • Automobiles

    • Trucks

    • Rolling stock

    • Other registered equipment

    Identify:

    • For each asset or group:

      • Whether owned or leased

      • Year made

      • State of registration

      • Registration number

      • Estimated remaining useful life

      • Insured value

    • For any leased automobiles:

      • All supporting documentation

      • The underlying lease agreement

  • Are there any purchase agreements where you have obligations outstanding? For example, perhaps you bought property with a restrictive covenant or limited indemnity.

    Provide:

    • All agreements relating to the purchase, sale, or lease of the company's material personal property and equipment and any related financing arrangements, security agreements, or installment contracts

    Describe:

    • Any other arrangements concerning material items of equipment used by the company

  • For IP, you either own it or you have a right to license and use it. If you license IP, we want the details of the contract and relationship with the IP owner. If you do own it, we want to know how you’ve protected it and how long that protection lasts.

    List and document:

    • The extent to which the following are owned, licensed, used, or held for use in business operations:

      • Foreign and domestic patents

      • Patent applications

      • Certificates of invention

      • Registered industrial designs

      • Registrations and applications for registrations of trademarks and service marks

      • Unregistered trademarks, service marks, trade names, corporate names, and other business names

      • Foreign and domestic copyright registrations and applications

      • Domain name registrations

      • Trade secrets and other material proprietary know-how, technology, processes, or information

    • With, as applicable:

      • Jurisdiction

      • Record and beneficial owner

      • Filing and issue dates

      • Patent or registration number or application serial number

      • Application and registration dates

      • Registration number

      • Registrant

      • Registrar

      • Registration and renewal dates

  • Sometimes many parties are involved in the creation of IP. Knowing the details of who was involved and how much lets us understand every party that might have claim on ownership.

    Provide:

    • Documentation of and agreements with and third parties that contributed to IP development.

    • Confidentiality, invention assignment, work for hire, or other proprietary rights agreements from all employees, consultants, and third party independent contractors who participated in IP development

    • Details of any current or former employee, consultant, or other third party who has claimed any interest in the IP

  • The details and the nuances of who developed, contributed to, and owns IP matter to who gets to use it, when, and under what circumstances.

    Provide:

    • Copies of all agreements around intellectual property owned, licensed, used or held for use, including:

      • Agreements by which third-party intellectual property is assigned to or licensed by the company

      • Agreements by which the company assigns, sells, or otherwise transfers or licenses intellectual property to any third-party

    • Documents, policies, and procedures relating to the development, exploitation, and protection of intellectual property, including:

      • Form invention and proprietary rights agreements

      • Work for hire and invention assignment agreements

      • Non-disclosure agreements, etc.

    • Settlement, co-existence, and other agreements connected to intellectual property-related disputes

    • Non-competition agreements, restrictive covenants, and other agreements restricting the ownership, use, or exploitation of intellectual property.

  • We want to know how what you made works! Also, those manuals and documents may themselves be subject to copyright.

    Provide:

    • Manuals or other written documents detailing the procedures for protecting the secrecy of intellectual property and trade secrets

  • Pending or threatened litigation aren’t deal killers – but they do indicate how disputed any IP is and where there are risks.

    Provide:

    • Pleadings, correspondence, and other relevant documents related to any current or past potential, pending, or threatened claims/disputes:

      • Alleging infringement/misappropriation of any third party’s intellectual property

      • Alleging a third party’s infringement/misappropriation of the company’s intellectual property

      • Challenging the ownership/validity of any intellectual property owned by or licensed to the company

  • Your websites and social media tell us a lot about you, how you interact with customers, third parties, and the public, and what type of data you might have. And, transferring ownership of those sites requires its own list of procedures.

    List:

    • All active websites and social media accounts the company uses

    Describe:

    • Any interactive communications conducted through the Company's websites and social media accounts (such as marketing, customer support, other interactive communications, or e-commerce)

    List:

    • Employees, consultants, or independent contractors authorized to post content on the company’s websites or social media pages

    Provide:

    • Agreements relating to websites or social media sites, including content development, website hosting, etc.

  • If you collect personal information (and most businesses are dealing with other people’s personal information of some kind), you should have policies and procedures around how you collect, use, and transmit that information – and what happens if something goes wrong.

    How do you use personal information?

    • Describe: Collection, use, storage or transmission of any personal information of customers, etc.

    What procedures do you have around privacy?

    • Provide: Current and historical privacy and data security policies and practice manuals

    Who else receives this information?

    • Provide: Agreements with service providers and other third parties that receive any personal information subject to any data privacy or security requirements

    Have there been any issues?

    • Detail: Complaints, claims, investigations, audits, proceedings, or litigation related to information security practices

    • Provide: Any related notices, pleadings, correspondence, or other relevant documents

    • Detail: Actual or potential data and information security breaches, unauthorized use or access of the Company's IT systems or data, or data and information security issues now or at any time in the past

  • Custom, databases, off-the-shelf… We want to know what you have, how you’re using it, and whether you’re distributing or licensing it.

    Custom software:

    • List: Custom and/or proprietary software and databases

    • Identify: How each is used and whether it is licensed or distributed to any third parties

    • Provide: Copies of any such license or distribution agreements

    Commercial software:

    • List: Third-party commercial software and databases used

    • Provide: Copies of all related license/service agreements

    • List: All open source software used

  • We ask questions related to your network systems, structure, and the hardware in use.

    Describe:

    • All computer systems, software packages, networks and service bureaus used, by location

  • Many smaller companies don’t have in-house IT support, so how do you handle this piece of the business?

    Provide:

    • Agreements relating to software and IT systems and services, including, where applicable:

      • IT outsourcing/services

      • Software and system development, hosting, maintenance and support

      • Network support, back-up, and disaster recovery

  • Yes, it’s useful to know what recent problems there have been. But more important is the question of whether there’s still something that needs to be fixed.

    Describe:

    • Any failures of or interruptions in the IT systems during the last five years

    • How these failure have been remediated

  • How have you prepared for possible disasters?

    Describe:

    • Back-up and disaster recovery arrangements

    • Facilities management and ongoing support arrangements

    • Service levels and charges

Who are your employees?

  • Details about the various types of employees you have tell a story about the relationship between the business and the people working there, including expectations, dispersion, tenure, etc.

    Provide:

    • Organizational charts detailing the management team

    • A detailed schedule of all employees, including:

      • Names

      • Start dates

      • Location

      • Pay (salary, hourly, commissions, etc.)

      • Benefits

      • Job title

  • Understanding wages for key people means knowing who’s highly compensated and what incentives are already in place for them.

    List:

    • All compensation paid in the last fiscal year to:

      • Executives

      • Officers

      • Key employees

    • With:

      • Salaries

      • Bonuses

      • Non-cash compensation

  • Seeing what policies you have written down and what they look like help us understand issues and opportunities around compliance and requirements as an employer.

    Provide:

    • All employment policies, handbooks and/or manuals, including:

      • Confidentiality policies

      • Wage and hour policies

      • Equipment and IT policies

      • PTO policies

      • Equal employment opportunity, anti-discrimination, anti-harassment, and anti-retaliation policies

      • Leave policies

      • Drug and alcohol policies

      • Workplace health and safety policies and procedures

  • Capacity and focus on training programs and continuing education tells us a lot about the culture of the company, what you do to promote it, and opportunities around hiring.

    Describe and document:

    • The company’s training and continuing education programs

  • What are your expectations around confidentiality, proprietary rights agreements, and restrictive covenants? We want to make sure they’re enforceable.

    Provide:

    • Copies of all forms of restrictive covenant agreements, including:

      • Confidentiality

      • Non-disclosure

      • Non-solicit

      • Non-compete

    • A list of employees who are party to any such agreements

  • The difference between independent contractors and W-2 workers is a sticky one. We want to know the terms of the agreements so we know what we’re signing up for and how you interact with your independent contractors.

    List:

    • All independent contractors and/or consultants working for the company

    • The services they perform

    Provide:

    • Copies of any agreements with contractors or consultants

  • Anything that establishes legal rights and obligations give us information on the agreements between the business and its employees and contractors.

    Provide:

    • Offer letters, agreements, and other contracts with employees, independent contractors and consultants including:

      • Employment agreements

      • At-will acknowledgements

      • Severance agreements

      • Change of control agreement

      • Separation and release agreements

      • Option and other similar equity agreements

      • Any other material agreements

  • If you’re using 3rd parties to recruit people, we want to understand when they become your employees and how benefits, etc. work.

    Provide:

    • Agreements with any professional employer organizations (PEOs) or staffing agencies

    • A list of employees covered by any such agreements

  • Are there any severance or termination obligations? Payout expectations? Knowing who’s been fired also tells a story about the relationship between the company and its employees.

    Provide:

    • Severance or other post-termination compensation payment plans/arrangements

    • Schedule of all employees terminated by the company in the last 24 months

    Describe:

    • The circumstances of their termination

    • Their demographics

    • Whether it’s believed any legal claims will be asserted by these employees

  • This is a threshold question – do you have union employees? We also want to know if there have been any large-scale employee issues and whether there are any union health and welfare funds or pension funds.

    Is the company party to any collective bargaining agreements?

    • Provide: Copies of any collective bargaining or other similar agreements with any unions

    Any labor disputes, organizing activities, etc.?

    • Describe: Any current or past threatened, actual or pending labor disputes, work stoppages, work slowdowns, walkouts, lockouts, or union organizing activities

    Any union health, welfare or pension funds?

    • List: All such funds to which the company contributes or participates, including all single and multi-employer plans, and information about their funding status and any associated withdrawal liability

  • Individual labor disputes or threatened proceedings around employment-related actions extend to hiring practices, interviewing, application screening, or any other employment related activities and help us understand the potential liabilities.

    List:

    • Any current or past actual, pending, or threatened labor or employment-related:

      • Disputes

      • Litigation

      • Administrative or regulatory proceedings

      • Consent decrees

      • Judgments

      • Orders

      • Settlement agreements

      • Similar agreements related to employment-related dispute, litigation, administrative, or regulatory proceedings

  • This question is particularly focused on any government-related actions.

    Describe:

    • Any inspections, audits, or investigations by the:

      • Occupational Safety and Health Administration (OSHA)

      • DOL (such as wage and hour or immigration-related audits)

      • Equal Employment Opportunity Commission (EEOC)

      • US Immigration and Customs Enforcement (ICE) and/or NLRB

  • You may have detailed these claims before, but we ask the specific question to make sure they don’t get missed.

    Describe:

    • Complaints, grievances, or investigations related to:

      • Workplace discrimination

      • Harassment

      • Sexual harassment

      • Retaliation

      • Other related claims

  • Requirements and expectations around how an organization verifies the employment status of employees vary.

    Describe:

    • The company’s practices with respect to Employment Eligibility Verification (Form I-9, etc.)

  • Your benefit plans tell us what employees are entitled to participate in, what their expectations are, and how they stack up to comparable companies. The tax and regulatory reporting documents and any legal proceedings or complaints help us understand how the benefits work, what’s required, and whether there’s any risk involved with them.

    What benefit plans are available?

    • List: Employee benefit plans, including:

      • Profit sharing and savings plans

      • Bonus plans

      • Long-term incentive plans

      • Stock option or other equity incentive plans

      • Commission arrangements or any other similar compensation plans

      • Pension or retirement plans

      • Supplemental retirement plans

      • Retiree medical arrangements

      • Deferred compensation plans

      • Severance, medical, flexible spending, dental, or other health and welfare plans

      • Other employee compensation/benefit plans or arrangements

    How are those plans organized and administered?

    • Provide:

      • Plan documents, including amendments

      • Summary plan descriptions

      • The latest application for determination to the IRS

      • Any IRS determination letter

      • The latest Annual Report on Form 5500, 5500-C, or 5500-K

    Are there any complaints or court filings related to these plans?

    • Provide: Copies of complaints, pleadings, and court filings connected to any pending lawsuit involving any employee benefit plan within the past three years

  • These types of plans (anything for which an employee is getting paid later for service you’re performing now) aren’t uncommon, but they are subject to specific tax, labor, and employment laws.

    Describe:

    • Any deferred compensation plans, including:

      • Amount accrued and/or paid during the most recent fiscal year

      • Amounts of accruals through a recent date

  • Fundamentally, we want to know if people are entitled to money that isn’t there to pay it.

    Detail:

    • Any terminated pension plans and unfunded pension liabilities

  • This lets us know what your expenses have been for medical benefits over the years and what we might expect in the future.

    Provide:

    • An analysis of group medical expense and any group medical accruals

  • Understanding how and how frequently employees are getting hurt at work helps us understand premium costs and where there may be opportunities for more training and education.

    Provide:

    • Copies of worker’s compensation insurance policies

    • A list of all pending claims (as well as any material historical claims)

    • An analysis of historical workers compensation expenses and any workers compensation accruals

Where are the risks?

We’ve said it before, and it bears repeating here: There are no perfect businesses. Investing in a business is never risk-free. We just want to know what risks we’re taking. 

To be clear, there are risks inherent to many of the questions we ask and requests we make in other parts of the checklist. But here we want to get specific about what factors in your business present risk (and opportunities for improvement).

  • As you might imagine, we’re probably going to ask this question in a variety of ways to get to nuance, details, and (you got it) risk. But the baseline request is to just tell us what’s out there.

    List:

    • All outstanding indebtedness including:

      • All short-term debt

      • Long-term debt

      • Intercompany debt

      • Guaranties

    With:

    • All amounts, maturities, prepayment, and payment terms

  • Perhaps you have access to additional debt that you haven’t drawn on yet. Knowing the types and terms helps us understand opportunities and obligations.

    List:

    • Outstanding standby letters of credit

    • Performance bonds

    • Performance guarantees

    • Similar credit support obligations

  • From equipment to machinery to real estate, there are a lot of possibilities for owing somebody something at some point. Knowing them now allows for accurate assessment and ensures things don’t lapse post-close.

    Detail:

    • Any other material financing arrangements:

      • Capital leases

      • Synthetic leases

      • Sale and leaseback arrangements

      • Installment purchases

      • Similar arrangements

    Provide:

    • All loan and credit agreements

    • Mortgages

    • Deeds of trust

    • Letters of credit

    • Indentures

    • Promissory notes

    • Other evidence of indebtedness

    • Any amendments, renewals, notices, or waivers

  • When we buy something, we want it to be free and clear – so we ask you to provide a record of anything that might be out there. We’ll then cross-check that list against public databases.

    Provide:

    • All documents that create:

      • Liens

      • Mortgages

      • Security agreements

      • Pledges

      • Charges

      • Other encumbrances on the company’s assets or equity or in the company’s favor

      • Copies of all Uniform Commercial Code financing statements

  • When we’re underwriting downside, we want to make sure we can cover fixed costs.

    Provide:

    • A list of all third-party guarantees and copies of those guarantees

  • Whatever we’re buying must be able to stand on its own. So here we’re looking for any assets that have been used as cross-collateral, etc.

    Provide:

    • A list of all inter-company guarantees and/or guarantees given the company has given and copies of any such guarantees (or evidence of the release of any such guarantees)

  • Think of this as the catch-all question. We really actually want to know if any other money is owed or promised anywhere.

    List:

    • Any agreement to provide funds to or otherwise invest in any other person or entity

  • Has the company given employees loans or vice versa? Has someone not been paying themselves for a period of time? Are the financials independent and able to stand on their own feet?

    Identify:

    • Any financing arrangements or loans between the company and any employee, director, officer, agent or equity holder that were outstanding during the last year

    Provide:

    • Copies of any related documents

  • If there’s one thing we’ve learned, it’s that weird stuff consistently hides in inconsistent places. And, if we don’t ask about it, we may never learn about it.

    List:

    • All outstanding and/or contingent liabilities incurred by the company outside the ordinary course of business

  • What you’ve told the government about yourself is another lens into who you are, how much business you do, and what kinds of tax liabilities and exposures you might face.

    Provide:

    • Copies of all:

      • Federal, state, local, and foreign income tax returns for the past five years

      • Franchise, employment, use, and sales tax returns for the past five (5) years

      • Any other tax returns regarding business, assets, or income of the company for the past five years

  • Is the company organized the way the government thinks it is for tax purposes? The answer can affect how a transaction might take place.

    Provide:

    • All past and present tax elections, including:

      • 2553 (S Election) elections, consents, agreements, or waivers

      • 8869 (QSub) elections consents, agreements, or waivers

  • Essentially, has the IRS or any other governmental entity ever looked hard at your business, and what did they find?

    Provide:

    • Documentation of any past or present:

      • Federal, state, or local tax examination or audit of the Company and the results of each such audit

      • Tax litigation or appeals process

  • Yes, it’s important to know whether a tax authority found anything weird with your business. But more useful is how you responded.

    Provide:

    • Correspondence between the company and the IRS or any foreign, state, or local tax authority

  • What else could be out there – particularly things that wouldn’t necessarily be on our own tax return?

    Provide:

    • Copies of any tax indemnification, sharing, or allocation agreements, including any joint venture agreements that have the effect of tax allocation agreements

  • If you’re receiving any subsidies that might not apply after a transaction, it might affect the economics of the business and the terms of the deal.

    Describe:

    • Any preferred tax status or tax benefit that could be adversely affected by an acquisition

    • Any available tax attribute carry-forwards

    • Any undertakings given by the Company to tax authorities

    • Any special tax rulings or agreements arranged with tax or other governmental authorities

  • Fundamentally, we want to know if you’re paid up on your taxes. There are some tricky rules in place about where you may need to pay sales tax. If there’s an issue, we want to be able to make a plan to address it.

    Identify:

    • All jurisdictions in which you file sales and use tax returns

    Summarize:

    • Total sales and use taxes paid (by jurisdiction) during the last five years

  • If you’re selling in non-U.S. markets, there are additional tax liabilities and complications to consider.

    Identify:

    • Any excise tax returns filed for the production, sale and distribution of product

    • All jurisdictions where the company is subject to VAT (value-added tax) or a similar tax

  • These are some of the messier areas when it comes to teasing out the reality of a business. Conflicts of interest can have unexpected forms and unpredictable outcomes – we’re trying to get a bead on what a business is capable of doing on its own.

    Are there links between people in the business that would dissolve in the case of a transaction?

    • List: Any indebtedness or other obligations of or to the company to or from any officer, manager, equity holder, or employee

    • Include: Amounts or any other relevant terms of those obligations

    Who ends up getting “company” properties (i.e., company cars) post-close?

    • Describe: Assets or properties used by the company in which any officer, manager, equity holder, or employee has any interest

    What else is out there?

    • List: Any material transactions between the company and any of its officers, managers, equity holders, or employees not already listed

  • What are you actually insured for now?

    Provide:

    • Policies or binders of insurance or self-insurance arrangement, including:

      • Workers compensation

      • Disability

      • Automobile

      • General liability

      • Fire and casualty

      • Products liability

      • Professional liability

      • Business interruption

      • Officers' and directors' liability

      • Key-man life insurance

    • Information on:

      • Deductibles

      • Coverage limits

      • Other significant terms

    • Names and addresses of all insurance agents and brokers

  • Knowing what you’re paying, claims you’ve filed, pending claims, and what you’re not paying for and why tells us a lot about the nature of your business and if there are any outstanding liabilities.

    What claims have you made?

    • Provide: Schedule and summary of insurance premiums paid, claims filed, and loss history during the last five years

    Have there been any denials or cancellations?

    • Document: Any cancellations, denials of claims, or denials of insurance during the last five years

    Any upcoming claims?

    • Provide: Schedule of any currently pending or likely claims

  • If you have any type of in-house insurance programs, we’ll likely have follow-up questions.

    Provide:

    • Schedule of any self-insurance programs or other similar risk retention

  • For general contractors or subcontractors, we want to understand what bonding obligations you have.

    Describe:

    • Existing bonding requirements and relationships

    Provide:

    • Any underlying documentation or support

  • We want to know about all recent, current pending, or possible litigation. It helps us get a better understanding of the risk inherent in your business, anything that might create outstanding restrictions or obligations on the company, and whether there’s an individual involved in legal proceedings that occurred in connection with their performance on the job. This is a big list – buckle up.

    Have you been involved in any recent legal proceedings?

    • List: All litigation and other legal proceedings involving the company during the last five years

    • Provide: Related documentation (pleadings, settlements, judgments, etc.)

    • Describe: How these matters were resolved.

    What have your lawyers said about it?

    • Provide: Copies of all letters sent during the last five years from counsel relating to litigation or contingent liabilities

    Is there any pending litigation?

    • List: All pending litigation, administrative, or regulatory proceedings, investigations or governmental actions

    • Describe: The claim and the principal parties

    • Provide: Copies of all pleadings or other material filings made or correspondence received

    Is there any threatened litigation?

    • Describe: Threatened litigation, legal claims, regulatory actions, or other actions or proceedings

    • Include: Any correspondence relating to any threatened governmental investigation or alleged violation of law or regulation

    Any legal judgments, decrees, or agreements in effect?

    • Provide: Any currently effective consent decrees, judgments, other decrees or orders, settlement agreements and other similar agreements involving the company or its assets, employees, or equity holders

    Any litigation regarding bankruptcy, securities law, etc.?

    • Provide: A copy of any litigation involving an executive, stockholder, officer or director of the company concerning bankruptcy, crimes, securities law, or business practice during the last five years

  • Here, we want to mine for any additional information on the types of government approvals you’ve received to operate your business. And, the scope of the answer helps us understand how regulated your business is and what needs to happen post-close to ensure the proper licenses are in place.

    Provide:

    • From all foreign and domestic governmental and regulatory authorities:

      • Permits

      • Licenses

      • Certificates

      • Authorizations

      • Registrations

      • Approvals

      • Exemptions

      • Applications

      • Dates of issuance and renewal

  • Describe and document:

    • Currently pending or threatened investigations, inquiries, or proceedings initiated against the company by any governmental Authority

    • Any investigations, inquiries or proceedings that were previously initiated or threatened against the company by any governmental authority. How were these matters resolved?

    • Any other circumstance where the company has been or may be accused of violating any law or failing to possess any material license, permit or other authorization

    • Any other material correspondence, filings, reports, and notices received from or provided to any governmental authority

  • This certainly depends on your business, but if you’re importing or exporting, we want to ensure you have the proper approvals and authorizations in place – and that we know what’s allowed and regulated in terms of purchase and sale of goods in international jurisdictions.

    List:

    • Approvals required for the company to do business, including export, import, or customs:

      • Permits

      • Authorizations

      • Certificates

      • Registrations

      • Concessions

      • Exemptions, etc.

      • All approvals, etc. granted that are currently in effect or pending renewal

    List:

    • Countries to which the company exports or has exported any items

    Provide:

    • Copies of correspondence with, submissions to, or documents received from Bureau of Industry and Security, Office of Defense Trade Controls or Office of Foreign Assets Control, including:

      • Requests for advisory opinions

      • Commodity jurisdiction requests

      • Commodity classification requests

      • Applications for export licenses and responses thereto

      • Export licenses

      • “Is informed” letters

      • Reports filed pursuant to the Export Administration Regulations or an export license

      • Requests for documents or other information

      • Voluntary disclosures

      • Pre-charging letters

      • Charging letters

      • Warning letters

      • Documents reflecting settlement of alleged export control violations

  • There are always unique elements to acquiring a government contract. If you’re a government contractor or subcontractor that will lead to some further questions.

    Provide:

    • Copies of all contracts between the company and any governmental authority

  • We’ve asked about properties you own or lease before, but when we talk about environmental risks, we need to know anything you’ve ever owned or leased. Just because you don’t own a property anymore doesn’t mean you're out of the liability woods for environmental risks.

    List:

    • Facilities or other properties currently or formerly owned, leased, or operated by the company and its predecessors

  • We ask for any studies you’ve had done to help us figure out if we need to commission additional studies.

    Provide:

    • Environmental studies, reports, site assessments, or data prepared with respect to your properties

  • Some industries and businesses use toxic chemicals and/or produce toxic waste. If you’ve filed reports on this, it tells us what types of reports you have to file, indicates whether you’re handling it properly, and helps us assess potential risk.

    Provide:

    • Copies of all legally required reports of hazardous waste activities including the generation, transport, treatment, storage, or disposal of hazardous waste

    Describe:

    • Toxic chemical used and/or hazardous waste created in connection with the operation of the business

    • Any release of hazardous substances or petroleum known by the company to have occurred at properties

    Identify:

    • How chemicals and waste are stored and disposed of

    • Any contracts for storage or disposal services

  • Is this a rabbit hole we need to go down?

    Verify:

    • Whether asbestos or asbestos-containing material ("ACM") is used, generated, stored, treated, disposed, removed, or otherwise located at the properties

    • Whether it is friable and/or the cost of abatement

  • Have you ever done anything or been accused of doing anything contrary to environmental or workplace health and safety law or regulations?

    Describe:

    • Any past or current investigations, notices, complaints, etc. related to any actual or alleged violations of:

      • Federal, state, or local environmental law or regulation

      • Workplace safety and health law or regulation

    Provide:

    • Copies of any related correspondence, notices, complaints, orders, judgments, rulings, or settlements. How were these matters resolved?

  • Communications with and from the government indicate reporting requirements. Violations or actions from private parties clue us in to additional risk. Potentially responsible party letters indicate that there may be outstanding liability. We simply want to know any information about hazardous material at any of your current or historical properties.

    Provide:

    • Copies of any applications, statements, or reports to:

      • The EPA

      • Any state department of environmental regulations

      • Any similar state or local regulatory body, authority, or agency

    • Documents relating to potential environmental liability to private parties:

      • Complaints

      • Claims

      • Lawsuits

      • Other documents

    • Any "potentially responsible party" letters or other similar notices or requests for information from any governmental or regulatory authority

What Else

should we know?

Every business is unique. And some key documents and questions don’t fit easily into one category. But there’s still important information that we need to thoroughly understand your business. And, as we’ve said before, you know your business better than anyone else. So help us see what you see in your business and wrap up loose ends with this final section of diligence.

  • When you receive the list of questions and requests, there will probably be a list of other material contracts we ask for. Every business has a series of contracts that, within the context of that business, are the most material. It’s not the same in every business or context, and we try to determine what those are to tailor the preceding questions. But, we want to make sure we haven’t missed anything, so we include this section both as a catchall and as a thinking exercise to help you tell the story of the business.

  • This is anyone who needs to be informed a transaction is happening and to approve a transaction.

    List:

    • Contracts, leases, security agreements, licenses, permits, etc. that may require the consent of any third party (including any governmental agency or instrumentality) to the proposed transaction

  • This is any third party that needs to be informed of what is happening, but doesn’t have any rights.

    List:

    • Any other notification required to be given to or consents required from any third party (including any governmental agency or instrumentality) in connection with the proposed transaction

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