My buyer wants me to stay on as a consultant for two years to transition major supplier relationships, but I want a clean break to focus on my next venture. How do we structure my post-transaction involvement so I do not get sucked back into day-to-day operations?

Question

Tyler Smith · Accepted Answer

Buyers want to minimize risk, and they view your departure as a major threat to supplier and customer relationships. If they insist on a two-year transition, you must define the boundaries of your consulting agreement during the letter of intent stage. Otherwise, you will find yourself running operations without any of the authority you used to have.

First, do not agree to a general consulting role with vague responsibilities. Insist on a structured agreement with a specific, declining schedule of hours. For example, you might commit to twenty hours a week for the first three months, ten hours a week for the next three months, and then shift to an as needed advisory basis for the remainder of the term.

Second, tie your consulting scope to specific deliverables rather than general management. Your contract should state that your sole responsibility is to facilitate introductions and hand off key vendor relationships to the designated Integrator or new executives. Make it clear that you are not responsible for operational performance, employee disputes, or daily troubleshooting.

Third, charge a premium hourly rate or a high monthly retainer for any work that exceeds the agreed-upon hours. A financial penalty for overusing your time is the only way to force the new owners to build their own relationships with suppliers. This clean boundary allows you to support the transition while preserving the mental space you need for your next chapter.