Bring the signed and draft agreements, pricing and margin schedules, purchase orders, the lease, licences, insurance, and the projections behind the milestone. Add the money records: source of the funds and every transfer into the enterprise. Documents can be supplemented later, so identify weak points early instead of abandoning the file.
Separate what is signed from what is still being negotiated
Mark each item as executed, agreed in principle, or open. There is no universal rule that only signed documents count or that unsigned drafts are worthless; the weight depends on the facts and the terms. Where two agreements impose conflicting obligations, that is a legal question for counsel, not a drafting preference. Keep business expenses distinct from case-preparation costs, and have the treatment of each reviewed.
Federal and state tax returns for three years, monthly booking and revenue records, guide payroll, boat titles and trailer registrations, the dock lease, the state outfitter licence and every permit, each with written confirmation of whether it transfers to a new owner. Where funds sit in escrow, the escrow instructions themselves become important: conditions that permit return to the buyer keep the money out of the analysis, and everyone involved should understand that before the closing structure is fixed.