This was a transaction I won’t forget.
The seller was a local Australian owner preparing for retirement. He had spent many years running a liquid filling and OEM manufacturing business. His customer base included both Australian companies and a number of Chinese-background clients.
His wife is from Singapore, so he has always felt comfortable with Chinese culture. Because of that, when he first decided to sell, he believed the business would be a good fit for a Chinese buyer. That was why he approached us — to help find the right person to take over.
What we expected… and what actually happened
After listing the business, we did introduce a Chinese-background buyer who showed real interest. But as discussions continued, the seller’s concerns started to surface.
The problem wasn’t about price.
It was about whether the buyer could truly run the business well in the local market.
Even though there were Chinese clients, the business depended mainly on Australian corporate customers. These clients require strong compliance, clear communication, and solid local operating experience.
The seller knew that without that foundation, the business could struggle after handover — even if the offer looked good on paper.
A different buyer, a different connection
Soon after, a local buyer from North Queensland came into the picture.
From the very first call, his professionalism was obvious. He asked the right questions, understood the risks, and had a clear grasp of the deal structure.
More importantly, the conversations between buyer and seller felt natural. They communicated smoothly and built trust quickly, without needing much “pushing.”
When trust is already there
Later in the process, the buyer flew to Sydney to meet the seller in person. He wanted the seller to introduce him directly to the business operations.
The seller even told me:
“Since we’re already communicating well, you may not need to sit in every meeting.”
At that stage, I chose to step back and let the deal move at its own pace.
With the right trust in place, both sides reached agreement on the key terms quite efficiently.
For a business like this — involving OEM clients and high local market requirements — the hardest part isn’t the paperwork. It’s whether both sides can align on responsibility, risk, and transition support.
The seller still checked in with me at important points, especially before signing. And in the end, the deal was completed smoothly.
What this taught me about being a broker
This transaction left me with one clear reflection:
When buyer and seller already trust each other, the broker’s role is not to stay in the middle — but to know when to step aside.
A broker’s value is not in speaking during every conversation.
It’s in being present at key moments:
to guide decisions, manage risk, and protect the trust that has already been built.
After settlement, the seller honoured the agreed commission, and I was deeply grateful.
That trust wasn’t earned through constant involvement, but through professionalism, restraint, and knowing the right boundaries.
One final takeaway: it’s not about “selling to who”
This deal also reminded me:
A business that seems suited for a Chinese or Asian buyer does not always end up being sold that way.
As brokers, our responsibility is not to direct deals toward any specific group — but to ensure the best buyer takes over, and the business continues successfully.
True cross-cultural ability isn’t about focusing on one type of buyer.
It’s about understanding what the business truly needs — and helping the right match happen, whether local or international.
