When Atlanta-based Acuity CFO, LLC ("Acuity" or the "Company") began thinking about the next chapter of their firm, founders Kenji Kuramoto and Matthew May approached the process with both experience and humility. After years of helping clients make complex financial decisions, they knew that selling their own company required something they could not provide for themselves, objectivity.

"We'd done acquisitions, we'd helped clients with deals, but when it came to our own, we realized we didn't have the objectivity we give our clients every day," said Kuramoto.

For years, Acuity's leadership had been personally acquainted with the team at Bravaldo Capital Advisors, often reaching out for perspective and advice. Those conversations gradually evolved into a structured engagement built on trust, preparation, and a shared commitment to excellence and principled execution.

The Power of Perspective

"We told our clients to pay for expert financial advice, so we knew we needed to do the same for ourselves," said May.

That awareness set the tone for what followed. Before any documents were created or potential buyers were approached, BCA worked closely with Acuity's founders to clarify their personal and professional goals.

"The most pivotal moment came when our bankers asked, 'What do each of you really want?'" recalled Kuramoto. "That question alone changed the tone of everything that followed."

The process began not with numbers but with introspection. What did success mean to them as founders, leaders, and colleagues? What kind of future did they want for their people? These questions became the foundation for every decision that came next.

Preparation as Transformation

The months that followed were defined by discipline and transparency.

"The preparation phase, the quality of earnings, the data room, the CIM (Confidential Information Memorandum)—it forced us to see our business through a different lens," said Kuramoto.

The work demanded honesty and patience. Every document, financial model iteration, and conversation helped sharpen how Acuity presented its story to the market.

"We thought we were ready, and then we realized what real readiness looks like," said May.

Through careful preparation, the team didn't just organize data; they found clarity. They began to see their company as others saw it, understanding its true story and the value behind it.

Beyond the Numbers

When the process reached the market, the experience encompassed more than valuation.

"Everyone thinks M&A is just numbers. It's not. It's identity, it's legacy," said May.
"We weren't just looking for a buyer, we were figuring out what the next decade of our lives looked like," added Kuramoto.

As offers arrived, BCA guided Acuity through the details and helped them focus on what mattered most.

"We didn't pick the highest number. We picked the best structure for our people, our culture, and our future," said May.

Each decision balanced strategy and emotion. It wasn't simply a sale, but rather a thoughtful handoff to the next steward of what they had built.

The Right Fit

Acuity was ultimately acquired by Sorren, a newly formed Top 50 national accounting firm backed by DFW Capital Partners.

"We wound up with a group we'd never even heard about, and that came from BCA's process," said Kuramoto.

For the founders, the partnership with Bravaldo Capital Advisors was about more than completing a transaction. It provided structure, honesty, and steady guidance during one of the most personal transitions of their careers.

"That feeling of relief when it was signed and sealed, and we knew our team was taken care of, that's what mattered most," said Kuramoto.

The result was more than a successful exit. It was a transition defined by perspective.

Behind Every Deal: A Proven Process

While every engagement is unique, Acuity's experience reflected the same disciplined approach Bravaldo Capital Advisors brings to each client relationship.

BCA's Process for Executing a Successful Exit Strategy

  • 1 Pre-Deal Planning: Clarifying objectives, timing, and addressing issues impacting longer term sale readiness.
  • 2 Sale Process Planning: Positioning and crafting a tailored strategy and materials that tell the Company's story to a curated set of thoroughly researched buyers.
  • 3 Active Marketing: Presenting the Company to highly qualified buyers with precision and confidentiality.
  • 4 Negotiation and Deal Making: Managing offers, negotiating valuations and transaction structures, all while creating and fostering an alignment of interests.
  • 5 Due Diligence and Closing: Coordinating and managing every buyer/seller and their professionals' interactions, the sharing of data, and assisting with the negotiation of purchase agreements and closing documents, all to ensure a smooth and successful transaction closing and transition.

This framework helps ensure that each outcome, like Acuity's, reflects not just value but vision, protecting what founders have built while preparing them for what comes next.

After the Close

Even after the deal, both founders reflected on how demanding change can be, even when it is positive.

"We thought closing was the finish line, but integration is the real marathon," said May.
"You have to have support, peer groups, family, counselors, because even good change can shake you," added Kuramoto.

Their experience highlights something many founders discover. Selling a company is not just a financial milestone. It is a redefinition of identity, responsibility, and purpose.

Their story reflects a broader truth Bravaldo Capital Advisors sees often. When founders create space to step back, they make better decisions, not only for their companies but for themselves. Perspective is the rarest form of preparation.

Hear the Full Story

In their podcast, Drink Why You Think, Acuity's founders share their reflections on the process, what they learned, and how the experience reshaped their views on leadership and legacy.