Because someone is.
And they’re not just eyeing your revenue.
They’re studying what holds your business together when you’re not in the room:
→ Contracts
→ IP ownership
→ Decision-making trails
→ People policies
→ Founder dependency
Here’s what most founders don’t realise, until it’s too late:
Deals rarely die at the table.
They die in the inbox.
↳ When vague IP clauses spook legal.
↳ When poor delegation triggers founder risk.
↳ When governance gaps raise valuation doubts.
⸻
The silent alarm bells I’ve noticed:
➤ Employee IP clauses missing or unenforceable
➤ Advisory boards “on vibes” but wield influence
➤ Data across 10 systems, governed by none
➤ No real delegation just “founder handles it all”
⸻
If you want to sell, do this before the weekend:
Run a micro-governance audit:
→ Where are you still the single point of failure?
Review your contracts:
→ With vendors, team, partners
→ Are your rights + risks clear?
Trace your IP:
→ Who created what, when and under what terms?
Start documenting decisions:
→ If it’s not written down, it won’t exist in due diligence.
⸻
Buyers aren’t just buying your product or service.
They’re buying your systems.
Your clarity. Your risk strategy.
Governance is a mirror.
It reveals all.
⸻
So here’s the question:
If a buyer looked at your legal + governance setup today…
What would they see?
If that makes your stomach turn…
You’re not broken.
You’re just early.
Which means you still have time to fix it.
Quietly. Intelligently.
Before the ship hits the storm.
—
👋 I’m Koren, your no-BS strategist for law, governance + leadership.
📩 DMs open for founders planning a 25/26 exit.
Let’s quietly unpick what’s holding your value hostage.
