Prepare a maintenance contract and coverage file
Published . General preparation guidance; business-specific questions require qualified professional review.
Maintenance work can involve recurring visits, reactive calls and separate projects under the same customer relationship. A preparation file should make those commitments understandable. Start with the contracts and delivery records you already have, then identify questions for your advisor. This exercise does not establish that any agreement will continue after a transaction.
Connect the scope to the way work is delivered
Privately list each contract category, the services included and the way additional work is authorized. Separate scheduled maintenance from emergency response and project work. A monthly invoice can cover different obligations, so a revenue schedule alone may not explain the service commitment.
Gather current agreements and amendments. Ask counsel to review renewal, termination, assignment, change-of-control and service-level provisions. Flag verbal arrangements and missing documents rather than treating the billing history as proof of a transferable agreement.
Map coverage without relying on one person’s memory
Describe how jobs are scheduled, dispatched, checked and closed. Map responsibility by role, including escalation and subcontractor coordination. Identify tasks that only the owner performs, then document one recurring task that another qualified person could follow.
Organize the equipment and access arrangements used to deliver the work, including vehicle or tool obligations, facility access and software accounts. Keep customer access codes, site-security details and personal employee information out of public checklists and ordinary marketing documents.
Keep safety records and the transaction file separate but coordinated
OSHA provides injury and illness recordkeeping guidance. Applicability and handling require review for the actual employer and operation; this preparation guide does not decide which records are required. Preserve the underlying records and ask the appropriate professional how to share them securely during diligence.
Use a short open-questions register to coordinate contract, staffing, equipment and safety matters. The SBA’s sale guidance describes the broader agreement process. Take the register and the supporting schedules to your professional team before making promises about continuity or transaction terms.
Sources and scope
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