Hand the closure plan to someone else
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Handing someone a folder is not the same as handing over a closure. The next person needs to know what the business is trying to achieve, what is settled and which decision will be needed next.
Arrange a live handover where possible. Give the recipient the current scope and working plan beforehand so the conversation can focus on meaning and gaps rather than reading every line aloud.
Start with the next difficult decision
Explain the most immediate unresolved question, its evidence and the person authorised to decide. Then show how it affects other work. This gives the recipient a practical route into the plan.
The dependency map is useful here. A new coordinator may see a task's due date without knowing that it depends on a customer answer or an adviser review.
If the owner will be elsewhere, agree how remote updates will be verified. Describe the communication arrangements. Who expects updates, who supplies site facts and who should receive sensitive questions? Keep the distinction between coordinating and instructing clear.
Ask the recipient to find things
Use a few ordinary tasks as a test. Ask them to locate the latest asset scope, the reason for an important date and the status of a pending professional question. They should be able to find the evidence without using your personal account or relying on your memory.
If they cannot, fix the record or access arrangement while you are still available. The document-location guide can help simplify the working view.
A fictional departing owner discovers that the only explanation for a retained machine is in a private message thread. The handover identifies the gap. The owner supplies a factual business record through the appropriate channel, with any confidential material handled separately.
Record the limits of the handover
State what the recipient is taking responsibility for and when. Identify tasks remaining with the outgoing person or an adviser. Confirm any agreed period for follow-up questions rather than assuming unlimited availability.
Check authority changes through the proper process. A new coordinator does not automatically inherit a director's, partner's or executor's powers because they received the plan. The authority-change guide addresses that separate question.
Review contact routes with external providers. If they continue sending decisions to someone who has left, the written handover will not work in practice.
Tell UK Auction Group who now provides business information and who gives sale instructions. Preserve any existing conditions on the scope. The handover should leave the disposal conversation connected to the business's current decisions, with a clear path for questions the new coordinator cannot answer themselves.
Explore closure planning.
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This guide is general information and education only. Legal, tax, employment and safety decisions may need a qualified adviser who knows your situation. Read the disclaimer.