How to sell your business in Ontario: a founder’s guide
The whole process in plain language: preparing your numbers, finding buyers, valuation, due diligence, and closing. Read the guide →
The whole process in plain language: preparing your numbers, finding buyers, valuation, due diligence, and closing. Read the guide →
How the model differs from a VC fund or private equity firm, and why founders choose to sell to one. Read more →
Deal structure, debt, timelines, and what happens to your team: how the two paths actually differ once the deal closes. Read more →
SDE, EBITDA, multiples, and the factors that actually move them, explained without the jargon. Read more →
Family transfer, management buyout, or sale: the real options and the timeline each one needs. Read more →
The word gets used loosely in this industry, so it's worth being specific about what it means at Vivid. We're not a source of capital that shows up once a quarter for a board update. We're closer to a second set of hands: available for a call about a hiring decision, a lease negotiation, or a difficult customer, not just for the numbers.
That only works at our size because we're deliberately not spread across dozens of companies. Every founder we back can reach the same one or two people who did the diligence in the first place.
Growth equity means Vivid takes a stake in the business and shares in the upside alongside the founder. It makes sense when a company needs capital to expand and the owner is comfortable giving up some ownership to grow faster.
Private credit means Vivid lends against the business instead of buying into it. It tends to fit owners who want capital for a specific purpose, like equipment, inventory, or an acquisition, without changing who owns the company. We're upfront early in a conversation about which structure actually fits, rather than defaulting to whichever one we'd prefer.
A founder who's already proven a model has done the hardest part: figured out what customers actually want to pay for. Our job is narrower than that. We help them do more of what's already working, with fewer of the operational bottlenecks that come from growing without extra capital or a second opinion.
It also means the businesses we back tend to keep their culture and their customer relationships intact through the partnership, since the person who built those relationships is still running the business day to day.