You just signed the letter of intent.
The champagne is still cold, but reality is already setting in.
You have a framework for the deal, but nothing is final yet.
The real work is just beginning.
And here's the part no one warns you about:
You still have to run your bank as if the deal mi...
Seven months of grueling work has led to this moment.
You've narrowed it down to two offers.
Both buyers are waiting for your decision.
Your board is tired.
Your team is stressed.
Everyone wants to just pick an offer and be done with it.
But here's what you need to know:
Once you sig...
The management meeting with potential buyers is scheduled for next week.
Your team is ready.
But are you prepared for what buyers really want to know?
Here's what most CEOs don't realize:
Buyers have five specific questions about your team that determine whether they'll improve their offer...
You've narrowed it down to two close offers.
Both buyers want to improve their bids, but they need something first:
They want to meet your management team.
This isn't a casual coffee meeting.
This is a full-day, deep-dive session where they'll bring their CFO, credit chief, operations head...
The moment you've been waiting for finally arrives.
Five written offers for your bank sit on your desk.
Your heart pounds as you scan the numbers.
One offer looks amazing—until you read the fine print.
Another seems low but has no strings attached.
A third promises stock that could be ...
After months of preparation, meetings, and mountains of paperwork, the moment finally arrives.
Your investment banker calls with news: "The offers are in."
You feel the weight of the moment.
This is it—the moment you find out what the market really thinks your life's work is worth.
W...
The investment banker calls with exciting news:
"We have eight banks interested in buying you."
Your heart races.
Eight serious buyers means competition.
Competition means better terms and higher prices.
But here's what no one tells you:
Not all interested buyers are actually interest...
The moment you hand over your customer list to a potential buyer, your stomach knots up.
What if they don't buy your bank?
What if they take this information and use it against you?
What if they start calling your best customers or try to hire your top employees?
You're trusting strangers ...
Your investment banker just called with good news—three serious buyers want to move forward.
Then reality hits:
They want detailed information about everything.
Hundreds of documents.
Thousands of questions.
Who can you trust with this sensitive information?
How do you keep your sale ...
Picture this:
You're six months into a confidential bank sale.
Multiple buyers are interested.
Terms look great.
Then your phone rings.
"I heard you might be selling," says a competitor.
"We're hiring if any of your people want new opportunities."
Your heart sinks.
Word is out.
You...
You trust your general counsel.
They've helped you through regulations, loan problems, and legal challenges for years.
When it's time to sell your bank, your first thought is probably to use them.
That could be a costly mistake.
Why Banking Lawyers Aren't Bank Sale Lawyers
Your general co...
You walked into that first buyer meeting feeling confident.
You knew your bank inside and out.
You had good chemistry with the potential buyer.
But something went wrong.
They seemed interested at first, then cooled off.
The follow-up meeting never happened.
The deal died before it sta...
