Should I Sell My Business or Keep Growing It?

7 Questions to Guide Your Decision

For many UK business owners, this is the question that quietly sits in the background for years. If you’re running a successful company with £1m+ in profits and a solid team around you, this isn’t an academic question. It’s personal, as well as being financial, strategic and often emotional.

At Entrepreneurs Hub, we’ve worked with hundreds of business owners facing this exact crossroads. Some ultimately sold and achieved life-changing outcomes. Others chose to grow for another 2–5 years and exited at a materially higher valuation. The right answer is rarely obvious, but it is discoverable if you ask the right questions.

Below are seven questions we use with our clients to bring clarity, reduce regret and ensure every decision is grounded in evidence, not instinct.

Question 1: What is the Current Business Valuation?

Evaluating Your Company’s Market Value

Before you can decide whether to sell or keep growing, you need to understand one thing clearly: what your business is worth today – not what you hope it’s worth, or what a competitor sold for, but what a serious acquirer is actually likely to offer for it.

A professional business valuation looks beyond headline EBITDA. Buyers will assess:

• Quality and sustainability of earnings
• Customer concentration and contract terms
• Management depth beyond the owner
• Cash conversion and working capital dynamics
• Sector appetite and buyer competition

In our experience, many owners underestimate what their business is worth, while others overestimate value based on outdated multiples or market hearsay. Both can lead to poor strategic decisions.

We explore this in more detail in our blog How Much Does a Business Valuation Cost in the UK?

Understanding Valuation Trends

Valuations are not static. Multiples move with:

• Sector consolidation
• Private equity dry powder
• Interest rates and debt availability
• Buyer confidence and geopolitical risk

If your sector is currently “in favour” delaying too long can mean missing peak conditions. Equally, if you’re still early in a growth cycle, patience maybe rewarded – provided the underlying performance supports it.

Question 2: Are There Investment Opportunities?

Identifying Growth Prospects

Growth for growth’s sake rarely pays off. But strategic investment opportunities can materially increase exit value if executed correctly.

Ask yourself:

• Is there a clear route to scaling revenues or margins?
• Can you expand geographically, digitally or via bolt-on acquisitions?
• Would strengthening the leadership team reduce reliance on you as the owner and increase buyer confidence?

Buyers pay a premium for credible growth, not aspirational forecasts.

Assessing Financial Feasibility

Investment requires capital, time and energy. The key question is whether the return on that investment exceeds the risk – and whether you want to be the one to take it.

We often help business owners look at the options:

• “Exit now” vs “exit in 3 years” scenarios
• Value uplift versus execution risk
• The impact of reinvestment on cash extraction

Sometimes, the numbers say “push on”. Sometimes, they say “bank the win”.

Question 3: What are the Risks Involved?

Conducting a Risk Assessment

Every business carries risk – but not all risks are equal in a buyer’s eyes.

Key areas we scrutinise include:

• Customer and supplier concentration
• Regulatory or compliance exposure
• Owner dependency
• Margin pressure or pricing power
• Technology or IP vulnerability

If these risks are increasing faster than value, delaying a sale can erode outcomes rather than enhance them.

Analysing Market Conditions

Markets don’t announce downturns politely. Changes in buyer appetite often show up quietly before headlines catch up.

A proper risk assessment considers:

• Sector consolidation trends
• New entrants or disruptive models
• Shifts in buyer behaviour and deal structures

This is where external perspective matters most. Owners inside the business rarely see these shifts early enough.

Question 4: How is Your Business Performing?

Reviewing Sales and Profit Trends

Strong historic performance matters – but buyers pay for future confidence.

They will look for:

• Consistent revenue growth
• Stable or improving margins
• Predictable cash flow
• Robust forward order books

Flat profits that require increasing effort are often a warning sign that it may be time to exit rather than double down.

Customer Feedback and Retention Rates

Customer retention is a clear signal of sustainable, long-term value. Businesses with loyal, recurring customers are easier to sell, easier to finance and command higher multiples.

If customer churn is creeping up, that’s a signal worth listening to – even a modest increase will raise red flags for buyers.

Question 5: What are Your Long-Term Goals?

Defining Personal and Professional Objectives

This is the question many business owners avoid – yet it’s the most important.

Ask yourself honestly:

• How long do I want to keep doing this at full pace?
• What does “enough” actually look like financially?
• Am I building value or just maintaining momentum?

There is no prize for exiting last. There is a cost to waiting too long.

Impact of Succession Planning

If the business cannot operate effectively without you, buyers will price that risk in or walk away.

Succession planning isn’t just about exit. It’s about:

• Protecting the value you’ve already built
• Keeping your strategic options open – whether that’s selling, stepping back, or continuing to grow
• Strengthening your negotiating position, regardless of whether a transaction happens

Question 6: Do You Have a Competitive Advantage?

Evaluating Unique Selling Propositions

Buyers don’t pay premiums for “good” businesses – they pay for businesses that are hard to replace.

That might be:

• IP or proprietary processes
• Long-term contracts
• Strong authority within a defined niche
• High switching costs that make changing supplier unattractive

If your competitive advantage is strong but under-leveraged, further growth may unlock significant value.

Understanding Market Position

If competition is intensifying and differentiation is narrowing, holding on too long can compress multiples.

Knowing where you sit objectively is critical.

Question 7: What Will Happen Post-Sale or Post-Growth?

Plans for Life After Selling

The best exits are planned beyond the transaction.

Will you:

• Stay involved under an earn-out?
• Step back entirely?
• Reinvest, mentor or build again?

A clear post-sale plan reduces hesitation and prevents last-minute deal fatigue.

Considerations for Continued Growth

If you choose to grow, do it deliberately:

• With a clear end time goal in mind
• With clear exit milestones
• With professional advice shaping the journey

Growing without an exit strategy often leads to value stagnation.

The Right Decision is the Informed One

There is no universal answer to “Should I Sell My Business or Keep Growing it?” – but there is a right answer for you, your business and the market you’re operating in.

The owners who achieve the best outcomes don’t rush. But they don’t drift either. They seek clarity early, de-risk intelligently and retain strategic flexibility throughout the journey.

At Entrepreneurs Hub, we specialise in helping business owners understand where they are now, what’s realistically achievable, and when the timing is right – whether that’s selling soon or preparing properly for a higher-value exit.

Because the best exits are planned, not rushed.

If you’re considering an exit in the next 1–3 years, the most valuable step you can take today is to arrange a confidential conversation with one of our directors. Get in contact with us to discuss your position, understand your options, and decide your next move with confidence.

Because timing doesn’t just affect value – it determines it.