Why Exit Planning
Most owners sell a job. We help you sell a company.
The gap between those two is measured in millions — and it closes in years, not months.
The economics, plainly.
A company where the owner is the operator trades at a discount. Buyers pay a discount because they are taking on risk — the risk that when you leave, the relationships, processes, and institutional knowledge leave with you.
Exit planning is the work of removing that discount. It is boring, disciplined, and measurable. Done well, it is the highest-ROI work an owner can do in the final chapter of a company.
Four pillars of a transferable enterprise.
01
Recurring, diversified revenue
No single customer concentration above 15%. Contracted or contract-like revenue that a buyer can underwrite.
02
Owner-independent operations
A functioning management layer, documented SOPs, and automations that run without the founder in the room.
03
Financial transparency
Reviewed or audited financials, clean working capital, quality-of-earnings-ready books.
04
A proprietary growth story
Documented expansion levers a buyer can fund and execute after close — the single biggest driver of multiple expansion.
When to start.
The right window is three to five years before the desired exit. Less than that, and the multiple is largely fixed. More than that, and we still create value — but the leverage is highest in the 36-month window.