In May we highlighted the “Silver Tsunami,” the wave of baby-boomer founders preparing to sell their businesses. The pipeline of opportunities is significant, but from our experience advising both entrepreneurs and investors, acquiring the business is often the easier part.

The harder work begins after completion. Many firms have long-tenured employees who are accustomed to established ways of working. When new owners introduce digital tools, reporting frameworks, or growth initiatives, they often encounter resistance. For investors whose deal thesis depends on operational improvements, this cultural inertia can delay or even derail value creation.

The challenge is often compounded by a lack of prior investment in technology. Many of these businesses have relied on manual processes or outdated systems for years, and while this has not stopped them from being profitable, it makes modernisation more disruptive. Introducing new platforms and automation does not just mean extra spend, it also means retraining staff and changing behaviours, which can be a slow and contested process.

The opportunity remains clear. These businesses are attractive because they are usually profitable and cash generative, with clear scope to be modernised. Unlocking that potential, however, requires more than capital. It takes a transition plan, credible leadership, and a strategy to build buy-in across the organisation.

At Aalto Capital we see this from both perspectives. For sellers we help identify where improvements are possible and ensure these are presented constructively to buyers. For investors we focus on management depth, succession planning and whether the business has a second layer of leadership able to support new initiatives, alongside the financial analysis. Preparing succession, assessing leadership and planning for change management are often as important as the financial model itself.

As the Silver Tsunami takes hold, buyers will find no shortage of businesses coming to market. The real test will be execution and how effectively acquirers can modernise operations and deliver the change required to realise the value they underwrite.

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