Allied Wealth Partners
Considering a sale or succession? Looking to back private business acquisitions? AWP brings the buyer and the ongoing management together.
We acquire as principal, plan the ownership transition and work with business leadership after completion.
Start with your objectives. The first conversation is about whether there is a fit.
You want to realise the value you have built and understand what a change of ownership means for your people, customers and your own role. A price matters. So does knowing how the handover will work.
As the buyer, AWP works directly with you on the acquisition and handover. We plan for the responsibilities we will take on as an owner and active manager of your business.
The identification and acquisition of a business is only the beginning. AWP leads the acquisition and takes an active role in managing the business, from the ownership transition through to ongoing operations.
Capital partners can participate with us, drawing on our acquisition expertise, operating experience and active stewardship.
We assess how a business earns its revenue, what keeps customers coming back and where performance depends on particular people or relationships. That work informs the acquisition case and the priorities after completion.
We work through the owner’s future role, management responsibilities and the practical requirements of transition. The aim is to make the changes and expectations clear before the transaction is agreed.
We work with business leadership on the people, systems and operating decisions that affect performance. Capital partners back our execution of that plan, with reporting and oversight arrangements defined in the terms of their participation.
Owners can outline their business, timing and preferred future role. Capital partners can describe their mandate, interests and requirements.
We assess whether a business fits our acquisition priorities or a capital partnership aligns with the businesses we are acquiring and managing.
Where there is alignment, we progress our acquisition assessment or outline a proposed capital partnership. The next step is a defined proposal for you to consider, subject to diligence and agreement.
For owners, delaying succession planning can leave less time to prepare the business, develop the next leadership team and organise a handover.
For capital partners, a purchase price tells only part of the story. The operating plan, management responsibilities and terms of participation need the same attention before a commitment.
An early conversation helps identify what needs to be understood before either party moves forward.
Assess a sale with a clear view of the proposed terms, the handover and your future role. Work directly with the buyer who will take responsibility for the business.
Consider participation with the acquisition case, operating plan and proposed rights in view. Understand who will manage the business and how the arrangement would work.
AWP INSIGHTS
Updates, perspectives and practical reading from AWP and across the industry.
Read the business owner's guide.
Read the capital-partner guide.
Explore the existing guides.
QUESTIONS, ANSWERED
Allied Wealth Partners is a principal acquirer and active manager of private businesses. We buy using capital on our own balance sheet and take responsibility for the acquisition, ownership transition and ongoing management.
Business owners considering a sale or succession, capital partners interested in backing private business acquisitions, and advisers introducing a relevant business or relationship.
No. You can start with the questions you are considering and your likely timing. The first discussion helps establish whether there is a reason to explore further.
Capital partners can back AWP’s acquisition and management of private businesses. Participation is subject to the relevant business, agreed structure and applicable eligibility requirements. AWP is a principal acquirer and operator, not an investment fund.
A short introduction and a high-level overview of your objectives are enough to begin. Discuss confidentiality arrangements before sharing detailed financial, customer or employee information.
Start with your objectives, timing and the questions you need answered.
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