Selling a Metal Manufacturing business

Built from hundreds of real buyer-seller diligence conversations we’ve helped happen on Rejigg. These are the shop-floor details that move price and timelines in machine shops, fab shops, and mixed metal operations.

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What buyers evaluate, and how to prepare

Can you show clean financials that tie back to what’s happening on the floor?
Deal-critical
Financials

What buyers determine

Buyers are checking whether your earnings are lender-ready and easy to follow. In a metal shop, they also want the financial story to match the floor story. Scrap, rework, overtime, outside processing, premium freight, and material surcharges should be explainable month by month. When you can’t tie margin swings to jobs and routing steps, buyers slow down or price in risk.

How to prepare

  • Break out outside processing, material, overtime, scrap/rework, and freight from generic expense lines
  • Document owner add-backs with support: what it is, why it won’t continue, and proof
  • Build a simple 24-month margin bridge in shop terms (overtime spike, yield loss, heat treat increase)
  • Upload financials and backup schedules into a buyer-ready data room before shop tours
Great answer
Yes. Here are the last three years plus trailing twelve months, and we break out outside processing, overtime, scrap/rework, and premium freight so you can see what moved margin. When gross margin dipped last year, it was higher heat treat pricing and a two-month overtime spike on one program. Those months tie directly to the job list and the outside processing invoices.
Good answer
We have tax returns and basic P&Ls, and we can explain the big swings, but some shop costs are still blended. We can pull invoices and timecard data to support the story.
Red flag
The books are what they are. Margin moves around because manufacturing is unpredictable, and we don’t really track it by cause.
How Rejigg helps:Rejigg’s QuickBooks integration and secure data room keep your financials and backup schedules organized so buyers can underwrite cash flow without email chaos.
How accurate is your quoting, and where do you miss: hours, yield, or outside processing?
Deal-critical
Quoting

What buyers determine

Buyers treat quoting accuracy like a proxy for how reliable your margins are. If quotes routinely miss on setup, deburr, inspection, or outside processing turns, they assume profitability is fragile under new ownership. They also listen for a real feedback loop where jobs update the next quote, not just tribal memory.

How to prepare

  • Pull 20 representative jobs and show quoted hours vs actual hours, plus the reason for the gap
  • Write down your quoting workflow: who owns it, who reviews it, and what you refuse to quote
  • Show how you price engineering changes, tooling/fixture charges, and first-article learning curves
  • Document outside processing assumptions in quotes and how often vendors hit those turn times
Great answer
We track quote versus actual on meaningful jobs. Here are five examples across turning, milling, and welded assemblies showing estimated hours, actual hours, and what changed after first article. When we missed, it was usually setup time and deburr. We updated routing standards and pricing rules, and you can see the improvement in the next releases.
Good answer
We know where we tend to miss and who owns quotes, but the feedback loop is informal. We can build a quote-versus-actual snapshot from timecards and invoices for diligence.
Red flag
Quoting is mostly judgment. We quote everything that comes in, and we usually figure it out in production.
How Rejigg helps:Rejigg’s data room lets you share a quote-versus-actual packet early with serious buyers, which cuts down retrades later.
How real is your capacity, and what breaks first when you’re busy?
Deal-critical
Capacity

What buyers determine

Buyers value shippable hours, not machines that look good on a floor plan. They want to know what actually limits throughput: programming, setups, inspection, deburr/finish, outside processing lead times, or one overloaded lead. If the shop is living on hero overtime, buyers assume quality and on-time delivery slip when they normalize hours.

How to prepare

  • Define your run pattern by shift and show where overtime shows up and why
  • Identify the true constraint step and which part families route through it
  • Document your bottleneck plan: cross-training, spares, service coverage, and qualified outsourcing
  • Show how promise dates are set and who can bump priorities
Great answer
Our constraint is the 5-axis cell and CMM (Coordinate Measuring Machine) availability during first article weeks. We run one full shift plus planned overtime on Thursdays and Fridays when releases stack up. If the 5-axis goes down, we can move two part families to a qualified partner shop, and we keep long-lead drives and pumps on the shelf. Here’s our active job list and where each job sits in routing.
Good answer
We know our bottleneck machines and where overtime comes from, but our backup plan is mostly “we’ll make it work.” We’re lining up a second-source option for the constraint work.
Red flag
We have plenty of machines, so capacity isn’t an issue. If we get busy, we just run more overtime.
How Rejigg helps:Rejigg helps you package your current job list, shift pattern, and bottleneck plan in one place so buyers don’t assume the worst.
Which machines are true line-stoppers, and what happens when one goes down?
Deal-critical
Equipment Risk

What buyers determine

Buyers are underwriting uptime and how replaceable your bottlenecks are. A profitable shop can still be one spindle failure away from missed shipments, chargebacks, and customer scorecard pain. They want a practical Plan B that matches your mix. That could be redundancy, realistic service coverage, stocked spares, or qualified outsourcing.

How to prepare

  • Create a critical equipment list: what each asset gates, common failure modes, and service options
  • Summarize maintenance history and what you’re deferring (controls, rebuilds, compressors, coolant systems)
  • List long-lead spare parts you stock and the vendor contacts you rely on
  • Estimate 12–24-month capex needs that the buyer will inherit and explain timing
Great answer
Here are our five line-stoppers and the part families that depend on each. The oldest control is on the horizontal, and we budgeted for a control refresh within 18 months even if we weren’t selling. We stock the common-failure drives and pumps, and we use two service firms depending on the issue. If the laser is down, we have a qualified outsource option for two customers that accept it.
Good answer
We know the bottlenecks, and we do basic maintenance, but our capex plan isn't documented. We can pull service records and put a 12–24-month plan together.
Red flag
The machines are old, but they run fine. We don’t really track downtime, and we deal with issues when they come up.
How Rejigg helps:Rejigg’s secure data room makes it easy to share maintenance logs and the critical-equipment list only with vetted, NDA-signed buyers.
Does your quality system live in people’s heads or in the process, and have you had any quality escapes?
Deal-critical
Quality

What buyers determine

Buyers are testing whether you can keep shipping conforming parts when staffing changes or the schedule gets tight. One quality escape can trigger chargebacks, sorting, dock holds, and a long recovery on customer scorecards. They want to see repeatable containment and corrective action, plus proof the fixes stuck.

How to prepare

  • Pull a clean job packet showing traceability from receiving to shipment, including certs and inspection records
  • Summarize scrap/rework and nonconformance trends with top defect types and where they happen
  • Document first-article handling, calibration, and how nonconforming material is segregated
  • Prepare an honest narrative on the last serious escape: containment, corrective action, and what changed
Great answer
Our quality flow is documented and repeatable. Here’s a representative packet showing heat lot traceability, outside processing certs, in-process checks, and final inspection records. Our top defects last year were burr-related and post-heat-treat movement. We added an inspection gate after heat treat and adjusted the fixture, and the repeat issue dropped materially in the last two quarters.
Good answer
We have procedures and can show calibration and inspection records, but some know-how is still concentrated in one inspector. We’re cross-training and formalizing inspection plans for the top repeat jobs.
Red flag
We don’t really have issues. Quality is mostly the inspectors catching things, and we handle problems when customers call.
How Rejigg helps:Rejigg lets you stage access to quality documents and customer scorecards so buyers see sensitive items at the right time.
How dependent are you on heat treat, plating, anodize, or other outside processing, and how controlled is it day-to-day?
Deal-critical
Outside Processing

What buyers determine

Buyers worry about outside processors controlling your lead time, quality, and traceability. Late furnace loads, missing certs, and mixed lots turn into late shipments and customer holds. They also look at single-vendor dependency and whether switching processors requires customer approval, which can take time in aerospace and medical work.

How to prepare

  • Map outside processing steps by part family: who does what, standard vs expedited turns, and approval requirements
  • Show incoming verification: who reviews certs, how lots are segregated, and what gets inspected on return
  • Summarize recurring issues and the process changes you made to stop repeats
  • Document backup options and how quickly you can qualify a second source
Great answer
We outsource heat treat and plating. Here’s the map by customer showing approved processors, standard turns, and what we do when a turn slips. Every return gets cert review and lot verification before the next op, and we added a segregation step after a mixed-lot incident two years ago. For our top aerospace customer, switching processors requires approval, and we have a second source in qualification now.
Good answer
We have a short list of processors we trust, and we check certs, but the process is not fully documented. We can build the outside processing map and show invoice history and turn times.
Red flag
We send it out and it usually comes back fine. If a vendor is late, we just call them a few times.
How Rejigg helps:Rejigg’s data room is built for sharing vendor lists, cert examples, and outside-processing maps securely without emailing customer specs around.
If you lost your top program, what would happen next month?
Important
Customer Risk

What buyers determine

In metal manufacturing, risk often sits inside one program or part family even when the customer list looks diverse. Buyers want to understand what makes the work stick: approvals, qualification history, scorecards, tooling ownership, and how hard it is to move the work. They also listen for early warning signs you’d see before releases slow down.

How to prepare

  • Break down revenue and profit by top part families or programs, not just customer names
  • Write a one-page summary for each top program: why you won it, what protects it, and what could replace you
  • Collect scorecards, approval history, and examples of qualification barriers
  • Document the relationship map by account: purchasing, engineering, and quality contacts
Great answer
Our top program is 22% of revenue and 26% of gross profit. It’s sticky because we’re qualified, we own the fixtures and routings, and our scorecard has been consistently strong. If releases slow, we usually see it 60–90 days early through RFQs (Request for Quotes) and engineering change chatter. We can walk you through how we backfill capacity with two other repeat families.
Good answer
We know our biggest accounts and roughly what happens if one slows down, but we haven’t mapped it cleanly by program and margin. We can pull the part-family breakdown and customer history.
Red flag
We have great relationships, so we’re not worried. If we lost it, we’d just find more work.
How Rejigg helps:Rejigg helps you run direct conversations with vetted buyers so you can find someone who understands program risk and values your approvals and track record.
Who holds the technical keys: programming, fixtures, inspection methods, and the tribal process know-how?
Important
Owner Dependence

What buyers determine

Buyers are evaluating whether the shop keeps running if one or two people step away. In metal, this often shows up as estimator dependence, programmer dependence, or inspector dependence. When key knowledge is trapped in someone’s head, buyers price in training time, schedule slip, and quality drift during the transition.

How to prepare

  • Document top repeat jobs with setup sheets, inspection plans, and routing notes people can actually use
  • Organize CAM (Computer-Aided Manufacturing) files, tool libraries, fixture drawings, and revision control so others can pick them up
  • Cross-train a backup for quoting, programming, and CMM/inspection coverage
  • Create an org chart showing who owns quoting, scheduling, quality, and customer communication
Great answer
Programming and inspection are not single points of failure. We have two programmers, and repeat jobs have setup sheets, tool lists, and CAM files stored in a consistent folder structure. Our quality lead owns calibration and inspection plans, and two others can run the CMM. If I’m out, quotes still go out within 24–48 hours because the estimator uses templates and routing standards.
Good answer
We have some documentation and one backup in a couple areas, but there are still a few “only Bob knows” processes. We’re turning the top repeat work into setup sheets and inspection plans.
Red flag
I handle quoting and the tough technical stuff. The team knows what to do most of the time, but it’s hard to write down.
How Rejigg helps:Rejigg helps you present your org chart, documentation, and transition plan clearly so buyers understand what runs on process versus personal heroics.
Where does new work come from, and is it repeat part numbers or constant new-job chaos?
Good to have
Growth Engine

What buyers determine

Buyers want to see whether growth is predictable. Repeat releases with stable routings usually support steadier margins and easier training. Prototype and high-mix work can also be strong, but most of the time it only stays profitable when revision control, quoting, and scheduling discipline are tight.

How to prepare

  • Break revenue into repeat releases, program work, prototype/quick-turn, and one-off fill-in work
  • Show how you set promise dates and keep the schedule from being wrecked by constant expediting
  • Document revision control and how engineering changes flow into quotes and travelers
  • Summarize where wins come from: RFQs, expansions in existing accounts, referrals, and approved-vendor awards
Great answer
About 65% of revenue is repeat releases across stable part families, and 20% is prototype work priced as quick-turn. Revision control is tight, and we only take one-off fill-in work when it fits open capacity. New work comes from RFQs tied to approved-vendor status and expansions inside existing accounts, and we can show the last 12 months of wins by source.
Good answer
We know our mix and where most leads come from, but it’s not tracked formally. We can break it down by customer and job type from job history.
Red flag
Work comes in when it comes in. We take almost everything and figure it out on the floor.
How Rejigg helps:Rejigg’s buyer marketplace and direct messaging help you explain your mix to manufacturing-savvy buyers without getting dragged into generic marketing KPIs.

Straight from buyer evaluations

“Repair and reconditioning margins were above 70 percent, and new tool sales naturally led to rework orders down the road. That cycle of selling a product and then servicing it is hard to replicate, and it's exactly what makes this business so strong.”
Repair RevenueBuyer impressed by the repair-plus-sales cycle at a precision tooling shop
“The shop manager had been running production for seven years and handled quoting, scheduling, and quality sign-off without the owner in the building. I was buying an operation that runs itself, not a one-person show.”
Strong ManagerBuyer impressed by management depth at a machining company
“Custom fixture capability, in-house engineering support, and tolerances tight enough to stay on the approved supplier list for aerospace companies. That kind of qualification takes years to earn and competitors can't just spin it up overnight.”
Hard-Earned CapabilitiesBuyer reviewing the capabilities at a precision machining shop
“Seventy-nine years in business, never had a salesperson, and the phone still rings because engineers trust the work. When your reputation brings you business, those customers don't leave easily.”
ReputationBuyer analyzing the reputation of a long-established metal fabrication company
“The trend of work coming back to U.S. manufacturers is real. Their customers were pulling jobs back from overseas because of delivery problems, and the grid infrastructure buildout for electric vehicles is adding demand they haven't even had to chase.”
Growing DemandBuyer evaluating growing market demand for a metal components manufacturer

How buyers value this type of business

Where you land in that range depends on how spread out your customers are, what shape your equipment is in, and whether the shop runs smoothly without you on the floor every day.

3x–7x
annual profit
Depending on customer mix, equipment condition, and how much runs without you

What drives a premium

  • Repeat orders from regular customers
    Documented purchase orders and recurring production runs give buyers confidence that revenue sticks around through an ownership change.
  • Customers across different industries
    Serving automotive, aerospace, and industrial customers means a slowdown in one area doesn't hurt the whole business.
  • Engineering and fixture capabilities in-house
    Custom fixture design and tight-tolerance capabilities make it hard for customers to switch to someone else, which keeps them around.
  • Experienced welders and machinists with years of tenure
    Skilled workers who've been around for a long time signal a stable shop that buyers don't need to rebuild from scratch.

Common add-backs

Your salary above what you'd pay a general managerPersonal vehicles and equipment run through the shop's booksOne-time equipment purchases or rebuilds that won't happen every yearFamily members on payroll who won't continue after the sale

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals
  1. 1
    Listing
    The day your business goes live on Rejigg.
  2. 2
    First messageMedian: 4 days later
    A buyer requests a conversation by sending a first pitch.
  3. 3
    First callMedian: 7 days later
    Your first completed call with a buyer to answer questions about your business.
  4. 4
    Letter of intentMedian: 59 days later
    A buyer submits an LOI and you choose to accept, decline, or negotiate.
  5. 5
    Deal closeMedian: 89 days later
    Assuming all is well in due diligence, you close the deal.
See the data behind this timeline in the 2026 Insight Report
Typical buyer types
Companies building industrial services or precision manufacturing businesses through purchasesLarger metal shops expanding into new capabilities, regions, or customer industriesFirst-time buyers with operations or engineering backgrounds looking for a stable manufacturing businessCompanies from related fields like coatings, heat treatment, or industrial distribution adding fabrication

Common questions about selling a Metal Manufacturing business

Most metal manufacturing businesses sell based on a multiple of true cash flow, and the multiple moves with the shop’s risk profile. Buyers pay more for repeat releases, strong quote-versus-actual discipline, clean quality performance, and a believable plan for bottleneck equipment. Program concentration, outside processing dependency, and heavy overtime usually push value down unless you can explain it clearly. You can get a realistic estimate with Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, which adjusts for owner add-backs and compares to real transaction multiples.
No. Brokers typically charge 5–10% of the sale price for packaging, outreach, and process management that you can run yourself with the right structure. Rejigg gives you vetted buyer access, digital NDAs, direct owner-to-buyer messaging, and a built-in data room so you can sell without giving up a percentage. Start with the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a>, then list once your core documents are ready.
Most deals land in the 3–9 month range from “ready to list” to close, and the swing factor is usually diligence speed. Shops move faster when financials are clean and the owner can answer floor questions quickly on quoting misses, bottlenecks, quality escapes, and outside processing control. Deals drag when buyers are chasing missing documents or trying to understand capex and customer concentration risk. Rejigg speeds this up with digital NDAs and a secure <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> inside the data room.
Often yes, especially for smaller job shops and fab shops with consistent cash flow, clean books, and add-backs you can prove. SBA lenders will dig into customer concentration, big near-term equipment needs, and whether the shop relies on one estimator, programmer, or inspector. Before you get deep into negotiations, model the payment with the <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> so you know what price and terms a lender is likely to support.
Have three years of financial statements and tax returns, plus a current year-to-date P&L. On the shop side, buyers commonly ask for a machine list, maintenance and service records, a tooling and fixture overview, sample job packets, quality certifications, and an outside processing vendor map with typical turn times. Putting this in a secure data room early reduces delays and keeps buyers from assuming gaps mean problems. Rejigg includes a built-in data room and a step-by-step <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare-to-sell guide</a>.
Many deals use a working capital target, which is the agreed “normal” amount tied up in inventory, work-in-process, and receivables that should come with the business at closing. Metal shops get extra scrutiny because WIP (Work in Progress) can be hard to value when jobs are mid-routing or sitting at heat treat, and inventory counts can drift. Clean cycle counts, clear WIP status, and traceable certs reduce disputes. Rejigg’s data room helps you share counts and WIP reports securely during <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence</a>.
Buyers focus on whether equipment reliably produces shippable hours and protects customer delivery, not what it might bring at auction. A newer machine can still get discounted if it’s not tied to the shop’s real constraint, and an older machine can hold value if uptime is proven and service support is realistic. Expect questions about which part families depend on each line-stopper, how often it goes down, and what you do when it’s offline. A clear critical-equipment plan usually protects value better than an optimistic appraisal.
Seller financing is common in smaller manufacturing deals, especially when the buyer wants shared risk on customer retention or near-term performance. Earnouts, which are payments tied to future results, show up more when revenue is concentrated in a few programs or margins swing with mix and overtime. Push for plain-English terms: what gets measured, over what period, and what happens if the buyer changes pricing, staffing, or routing. Rejigg’s offer dashboard helps you compare offers on price, seller note, earnout, and timeline. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guidance</a>.
Many buyers ask for 4–12 weeks of hands-on transition, then lighter support for a few months. The right length depends on where the risk sits. Quoting habits, programming standards, key customer contacts, and quality approvals usually matter more than general management. Buyers get comfortable faster when there’s a named backup for each critical role and the top repeat jobs have setup sheets and inspection plans that someone else can run. Rejigg helps you plan this in the <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transition guide</a>.
Many shops run on purchase orders and blanket orders, not long-term contracts, so buyers look for practical proof the work will stick. That usually means release history, approved vendor status, customer scorecards, and qualification barriers like special process approvals or validated inspection methods. Buyers also ask whether any accounts require consent to move work to a new owner or legal entity. Before diligence, build a customer-by-customer summary of order patterns and approval requirements. Rejigg’s digital NDAs and staged data room access help you share this safely with vetted buyers. Start with <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">finding the right buyer</a>.
Taxes depend on how the deal is structured and how your business is set up. In metal manufacturing, buyers often prefer an asset sale because it lets them depreciate equipment and tooling, which can improve their after-tax return. Sellers often prefer a stock sale because it can be simpler and may reduce taxes, depending on the situation. Plan early with a CPA who has worked on manufacturing transactions because the difference can be material. Rejigg helps by keeping terms organized so your tax advisor can review the actual structure, not a messy email chain.
Non-competes are common because buyers don’t want a seller opening a competing shop and pulling key accounts or employees. The negotiation usually centers on geography, time period, and what “competing” means if the seller wants to keep doing engineering work or consulting. Enforceability varies by state, so don’t assume a template will hold. Rejigg’s deal tracking helps you compare offers that differ on non-compete scope and seller involvement. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guidance</a>.
Confidentiality matters in metal manufacturing because prints, pricing, vendors, and customer lists are the business. A safer process starts with pre-vetted buyers, digital NDAs, and staged disclosure so sensitive documents only go to serious parties. Many owners wait to share customer names, detailed prints, and quoting templates until a buyer has shown real intent with a credible offer. Rejigg is built for this with buyer vetting, signed NDAs, and controlled document access in one place. Learn the approach in <a href="/owners/owners-guide/find-your-dream-buyer" style="color: #1d4d05; font-weight: 600;">the buyer process guide</a>.
The common friction points are messy financials, heavy program concentration, and unclear bottleneck risk where one aging machine gates most shipments. Buyers and lenders also get cautious when quality documentation is inconsistent, outside processing is loosely controlled, or the shop relies on one estimator, programmer, or inspector. None of these automatically kill a deal, but they push on price, terms, and timeline unless you can show clear mitigation. Rejigg’s <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a> focuses on the documents and narratives that usually resolve these concerns.
Show concentration by program or part family, not just by customer name, because that’s usually where the real dependency lives. Include how long the work has been running, what keeps you qualified, how releases behave, and the signals you watch if volume starts fading. Buyers get more comfortable when they see scorecard history and proof you’re embedded with engineering and quality, not only purchasing. Rejigg’s data room makes it easy to share customer packets after NDAs are signed.
Before you sign an LOI, which is the buyer’s written offer outline, get clear on price, what’s included, how working capital will be handled, and whether there’s seller financing or an earnout. In metal manufacturing, also pressure-test the buyer’s plan for bottleneck equipment, outside processing approvals, and coverage for key people like the estimator, programmer, or lead inspector. Vague LOIs often turn into renegotiation later once diligence starts. Rejigg helps by tracking offers side-by-side and keeping terms visible in one dashboard. See <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">how to negotiate</a>.
You can reach serious buyers directly by listing where manufacturing buyers already look and running a structured, confidential process. The practical requirements are vetted buyers, NDAs, a secure data room, and a way to manage multiple conversations without losing track of who has seen what. Rejigg is built for that, and it’s free for sellers. You can start on the <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg homepage</a> or talk through your situation via <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">a consultation call</a>.
Start by pulling together your financials with revenue broken out by job type and customer. Make an equipment list with condition and maintenance records, and document your customer relationships and quoting process. List on <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> where buyers are actively looking for manufacturing companies. You'll connect directly with buyers and handle the process without a broker.
Most metal manufacturing businesses sell for 3 to 7 times annual profit. A "multiple" just means the number your yearly earnings get multiplied by to estimate a sale price. Where you land depends on customer diversity, equipment condition, repeat orders, and whether the shop runs without you on the floor. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.
Four to eight months is typical when your financials and equipment records are organized. Equipment inspections, environmental reviews, and customer verification can stretch things. The biggest delays come from messy books, unclear financial records, and questions about machine condition that come up late in the process.
No. Brokers typically charge 5 to 10 percent of the sale price. <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a> gives you buyer vetting, secure document sharing, and direct messaging so you can handle the process yourself. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Schedule a free consultation</a> to see how it works.
Buyers want to see that production runs without you scheduling every job, that key accounts are managed by your team, and that your machinists have been around for a while. Clean financials, customers spread across different industries, and well-maintained equipment all lead to stronger offers. The less the business depends on you personally, the more buyers will pay.
Equipment is often the biggest asset in a metal shop. Buyers look at machine condition, maintenance history, and whether critical equipment is still supported with parts. A well-maintained older machine with documented service records is worth more than a newer one with no history. A detailed equipment list with hours, maintenance logs, and condition notes reduces buyer uncertainty and speeds things up.
Buyers feel most confident when revenue is spread across many customers. A list of your top ten customers showing several years of history goes a long way. If one customer does make up more than 25 to 30 percent of your revenue, start broadening your base and building relationships across multiple contacts at key accounts before you go to market. That preparation makes a real difference in the offers you get. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about preparing your business.
In most successful deals, buyers want your skilled workers to stay because machinists, welders, and programmers are the hardest roles to fill. Expect conversations about keeping pay the same, retention bonuses for key operators, and cross-training. Having a simple plan listing your key people with their tenure and pay ready before buyer conversations shows the business is transferable and protects your team.

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