Services

A disciplined, end-to-end approach to consequential ownership and transaction decisions.

Most leadership teams engage Daybreak because they are considering a transaction. Our work is designed to support that path — while ensuring the decision to proceed, the structure chosen, and the timing are grounded in clarity, alignment, and sound judgment.

We work as a single advisory partner across the full lifecycle of a transaction, with an explicit readiness gate built in to protect outcome quality.

The Daybreak Approach

Leadership teams reach moments where the future of the company — and the roles they will play next — are at stake. Multiple paths may appear viable. What’s harder is determining which choice aligns with their objectives, and whether the organization is ready to move forward.

Daybreak works with leaders in those moments. Our engagements follow a clear progression designed to bring clarity before commitment. While most clients ultimately pursue a transaction, the path is never assumed — and execution is only undertaken when the groundwork supports both the decision and the outcome.

Phase 1: Transaction Feasibility & Readiness

Determine whether a transaction makes sense — and what form it should take.

This phase focuses on decision integrity before momentum sets in. We work with owners, executives, and boards to evaluate whether a transaction is the right path at this moment, and if so, which structure best aligns with their goals.

This work typically includes:

  • Clarifying objectives, constraints, and tradeoffs

  • Aligning key stakeholders and decision-makers

  • Exploring structure alternatives (sale, recapitalization, management buyout, ESOP)

  • Assessing business readiness and market realities

  • Examining potential post-transaction roles, governance, and control considerations

The outcome of this phase is a clear decision point: proceed, pause, or pursue an alternate path — before irreversible steps are taken.

Not all clients advance beyond this phase — by design.

Phase 2: Pre-Transaction Architecture & Alignment

Prepare deliberately for a market-ready process.

If a transaction is the right path, preparation focuses on reducing friction and improving outcome quality before going to market.

This phase may include:

  • Refining the transaction thesis and structure

  • Resolving internal misalignment that creates late-stage risk

  • Shaping positioning based on client priorities and future role considerations

  • Sequencing the work required prior to market engagement

Preparation here directly informs how the transaction is run and the decisions that follow under pressure.

Phase 3: M&A Transaction Advisory

Lead the transaction through execution and close.

When — and only when — the groundwork is sound, Daybreak serves as the M&A advisor, leading the process and negotiations through close.

This includes:

  • Designing and managing the transaction process

  • Leading buyer or investor engagement

  • Structuring and negotiating key deal terms

  • Guiding leadership through sensitive decisions as the process unfolds

Execution is informed by the preparation that came before, allowing the process to remain focused, disciplined, and aligned with what matters most to the client.

How This Approach Serves Our Clients

This structure is designed to:

  • Prevent late-stage surprises and unnecessary conflict

  • Reduce value leakage caused by misalignment or rushed decisions

  • Support outcomes that hold up not just at close, but after

Our role is not to force momentum, but to exercise judgment — and to lead execution when doing so serves the client’s long-term interests.

When to Reach Out

Daybreak is typically engaged when leadership teams are navigating moments where ownership, control, or direction may fundamentally change — including:

  • A potential sale, recapitalization, or strategic partner transaction

  • An unsolicited offer that requires careful evaluation

  • A required founder or partner buyout

  • A CEO transition or leadership restructuring tied to ownership decisions

  • Evaluating alternatives such as ESOP vs. sale vs. recapitalization

  • A stalled or failed prior attempt (banker process, ESOP, internal buyout)

  • The need for clarity on timing, viability, and readiness before taking action

These are the moments where sound judgment and sequencing tend to matter most.

If you’re at an inflection point, we should talk.

Share a few details about your situation below, and we’ll schedule time to discuss whether and how Daybreak can be helpful.