Build a Business Worth Keeping
— or Selling

I have a target exit or transition timeline, even if the exact date may change.

I know why I want to exit: liquidity, burnout, succession, growth capital, lifestyle, or legacy.

I understand how my timing affects valuation, tax planning, and transition options.

I have considered multiple exit paths instead of assuming a third-party sale is the only option.

I understand the differences among a sale to a strategic buyer, private equity recap, family transfer, management buyout, and ESOP.

I know which exit option best matches my personal goals, team, and business model.

I have discussed at least one exit path with a qualified advisor.

I understand that the best exit strategy starts as a business strategy, not just a transaction plan.

My business can operate for 30–90 days without my daily involvement.

Key customer, employee, and operational relationships are not concentrated solely in me.

I have a leadership team or second layer of management with clear responsibilities and decision rights.

At least one person inside the company could step in if I were suddenly absent.

I have clean financial statements and three years of tax returns readily available.

I understand the difference between my tax number and my real economic earning power (including add-backs).

I have had a professional valuation or credible value estimate within the last 24 months.

I know the key metrics that drive my valuation multiple in my industry.

I have clear job descriptions, an organizational chart, and up-to-date employee documentation.

I have reviewed HR compliance, payroll practices, and employment-related risk within the last 12 months.

My critical processes are documented in SOPs, playbooks, or training materials.

The business could scale without creating major people or process bottlenecks.

I have reviewed key person, disability, liability, cyber, and business insurance coverage in relation to business value.

If there are multiple owners, we have a current buy-sell agreement and a funding plan to support it.

I have contingency plans for major disruptions such as death, disability, divorce, distress, or disagreement.

Important contracts, licenses, entity records, and legal documentation are organized and current.

I have a strategy to increase enterprise value over the next 12–36 months, not just increase sales.

We actively work to improve customer diversification and recurring or predictable revenue.

We invest in human capital through retention, development, incentives, and leadership growth.

We invest in structural capital through systems, technology, documentation, IP, and process discipline.

We intentionally strengthen social/cultural capital through vision, communication, accountability, and team alignment.

I can clearly explain why a buyer, successor, or investor would view this company as transferable and lower risk.

I know how much I need from a future exit to support my desired lifestyle.

My family or key stakeholders are aligned, or mostly aligned, around my transition goals.

I have discussed tax impact, estate considerations, and post-exit wealth planning with an advisor.

I have thought through what I want life to look like after the transition.