Frequently Asked Questions

If you’re tired, unmotivated, or lacking joy—it might be time. You don’t need a perfect plan to start exploring. Consider partial retirement or phased exit. Your health, family, and peace of mind matter.

Retirement doesn’t have to mean walking away cold turkey—unless you want it to. Some owners fully step back and enjoy complete time freedom. Others choose to phase out gradually, stay involved as a mentor, or take on occasional consulting. It’s a chance to reclaim your time, focus on what matters most, and redefine your role beyond being the operator. 

We start by finding a buyer who respects what you’ve built and shares your core values. You can structure the deal to protect your team, preserve your brand, and ensure continuity. Staying involved during the transition also helps set the new owner—and your business—up for success. Legacy isn’t lost when you sell; it lives on in the people, culture, and systems you’ve put in place. 

If you're burned out but the business is still performing well, that's the best time to sell. Waiting too long can lower value. Selling while the business is stable gives buyers confidence—and gives you options. 

Yes. Many owners sell the business operations but hold on to the real estate, leasing it back to the buyer. It can provide passive income and possible tax advantages—talk to your broker and CPA to decide what fits your goals. 

You don’t have to. Many owners stay involved as consultants or transition advisors. You can also structure a phased handoff, earn-out, or limited ongoing role. 

Start with a valuation. Clean up your financials, document processes, and gather key info—like contracts, assets, and staff details. Talk to a broker early to map your options. 

Yes, but it may affect terms—like price or how the deal is structured. Some buyers specialize in turnarounds or see potential where others don’t. Be honest about challenges and what's fixable.

If the handoff is smooth, most employees and clients stay. You can help train the new owner and preserve relationships. Some deals include employment agreements or bonuses to retain key people. 

Work with a broker who understands your industry and can vet buyers for funding, fit, and motivation. A strong business summary and clear story will help attract the right people. 

You get your time back—more space for family, travel, hobbies, or rest. Some sellers start new ventures, do consulting, or volunteer. A transition plan helps avoid the post-sale identity gap. 

It’s normal to feel conflicted. Reflect on what success means to you now. Talk to other former owners or a coach. You’re not abandoning your business—you’re passing the torch.

Keep clean books, reduce owner dependency, and build strong systems. Show consistent profits and lock in recurring revenue. Secure key employees and build a reliable client base. 

Messy financials, hidden liabilities, owner dependency, declining sales, or emotional resistance. Be transparent, realistic, and well-prepared to avoid surprises.

Not until you’re close to a deal. Early disclosure can cause anxiety. Have a plan for communicating the transition clearly, and highlight the benefits for staff. 

Improve margins, document systems, reduce your personal involvement, and minimize risks (like customer or staff concentration). Buyers pay more for businesses that can run without the owner. 

Document key processes, delegate tasks, and hire or promote a manager. Use dashboards or team check-ins to stay informed without being in the weeds. Gradually shift from operator to overseer. 

Start with repeatable tasks—like billing, hiring, or onboarding. Use software where possible, and create templates, checklists, and training docs. Review and improve regularly. 

Start by offloading the tasks that drain you. Reconnect with why you started. Take real time off and get support from peers or a coach. Sometimes adjusting your role is better than walking away. 

A rough benchmark: 2–4× your annual profit (SDE). Value increases with systems, recurring revenue, and reduced owner dependence. A proper valuation can give you a clearer number. 

Cross-train staff, document processes, and build a talent pipeline. Prepare before it happens—succession planning protects value and ensures continuity. 

Aim to cover your needs without starving the business. If you're active in operations, 30–50% of net profit is a good range. Keep it consistent and tax-efficient. 

Leasing gives flexibility; owning builds equity. Owning separately and leasing to your business can be a smart long-term play. Base the decision on your 5–10 year plan. 

Doing it all yourself, ignoring cash flow, undercharging, hiring poorly, or skipping systems. Passion matters—but structure, pricing, and delegation are what keep you going. 

Create a positive culture. Offer flexibility, recognition, and opportunities to grow. Small perks and consistent communication go a long way—people stay for more than just money. 

Shoot for 10–15%+ net, depending on industry. Know your numbers, watch expenses, and price confidently. Healthy margins give you room to grow and breathe.