Start with what you want to change: your workload, responsibilities, ownership or personal finances. These objectives do not necessarily call for the same transaction. Define what would be sold and separate the operating business from any property or other assets.
Organise information that an outsider can understand, including financial results, customer relationships, operations and the founder's role. Treat valuation as a supported range rather than a single desired number. Consider how to conduct the process discreetly and compare proposals beyond their headline price. A proposal is a starting point: verification, contractual terms and transition arrangements still matter.