We need to talk about something most business brokers won't tell you.
Your business probably isn't worth what you need it to be worth.
Not because you built a bad business. You didn't. But because you built your exit strategy around hope instead of market reality.

In my latest article, I break down why this valuation gap exists, the difference between strategic value and financial value, and what you can actually do about it, whether you're planning ahead or facing it right now.

Here's the reality: In any business sale process, you'll attract a spectrum of buyer interest. Some are genuinely qualified and serious. Others are fishing for information, testing the waters with your money, or simply don't understand what it takes to close a deal. Your job isn't to convince every interested party—it's to identify the buyers who can actually get to closing and focus your energy there.

The cost of getting this wrong is significant. Every week spent chasing an unqualified buyer is a week of distraction from running your business, a week closer to the end of your exclusivity period, and a week that momentum slips away. Worse, if a deal falls apart late in the process, you're back to square one with a business that's now been "on the market" longer, which inevitably raises questions with the next buyer.

Strategic buyers (competitors) typically pay higher multiples but often absorb your business into their operations. Financial buyers (PE firms, investors) may offer lower initial multiples but provide rollover equity for a second exit. Learn how each buyer type values businesses, what they're really purchasing, and which path aligns with your exit goals—whether that's maximum cash now or preserved legacy with future upside.

Most business sales aren't planned. They're forced by crisis.

After facilitating hundreds of business transitions, I've seen the same pattern: owners who built incredible businesses over decades lose significant value because they never planned for the unthinkable.

Death, disability, divorce, distress, and disagreement between partners. The "5 Ds" account for roughly 70% of all business exits.

In my latest article, I break down each scenario and share the specific steps you can take this month to protect the value you've built.

Because the best time to plan for a forced exit is when you don't need one.

When most small business owners think about growth, they picture landing new customers, opening a second location, or adding new product lines. These are all valid strategies—but they often take years of effort, trial and error, and significant upfront investment before they bear fruit.

There’s another, often overlooked, path to growth that can be faster, more profitable, and more strategic: buying another business.

The second quarter of 2025 marked a pivotal period for the U.S. business-for-sale market, as deal activity moderated following a strong 2024 performance while market dynamics shifted decisively in favor of buyers. Transaction volumes declined 4% year-over-year to 2,342 completed deals, driven by policy uncertainty, tightened lending standards, and evolving buyer preferences toward recession-resistant assets.

Whether you're planning to sell tomorrow or in ten years, these strategies will transform your business into a buyer's dream—and likely boost your profits along the way.

As a business owner, you've poured your heart, soul, and countless hours into building your company. You know your products, your customers, and your operations inside and out. But do you truly know what your business is worth? A professional business valuation might seem unnecessary if you're not planning to sell soon, but understanding your company's true value offers benefits that extend far beyond a potential sale.

You're passionate about your business. You've nurtured it, grown it, and overcome countless challenges along the way. But have you thought about what happens next? Many business owners are so focused on the day-to-day that they neglect to plan for the future, especially regarding their exit.