Podcasts about Exit planning

After 35+ years of closing deals across industries, Corey Kupfer shares the practical strategies that separate deals that close from deals that die in the final stretch. This remastered solocast from the early days of DealQuest delivers timeless advice on getting deals across the finish line. In this solocast episode of the DealQuest Podcast, host Corey Kupfer breaks down the critical factors that determine whether your deal actually closes or falls apart at the last minute. Drawing from decades of experience as an M&A attorney, entrepreneur, and dealmaker, Corey addresses the mental traps, preparation gaps, and emotional triggers that derail otherwise successful transactions. WHAT YOU'LL LEARN: In this episode, you'll discover why mentally closing a deal before it actually closes is the biggest mistake dealmakers make, and how "spending the money in your mind" sabotages your focus and negotiating position. Corey explains the concept of pre-due diligence and why preparation before the LOI stage prevents deals from falling apart during buyer scrutiny. You'll learn how to identify your true bottom line and get total clarity on what's acceptable and what's not. The episode covers how ego and emotional attachment blow deals that would otherwise succeed, the strategic balance of bringing in key stakeholders while maintaining confidentiality, and how to keep deal momentum alive through consistent engagement with your professional team. WHY DEALS DIE: Most deals don't fall apart because of bad terms or major due diligence discoveries. They fall apart because someone mentally checked out too early. The moment you sign the LOI and start treating the deal as done, you stop focusing on the critical work still required. You stop keeping your due diligence clean. You stop maintaining pace. You stop staying hungry for the close. The other side senses this shift, issues arise that could have been managed, and momentum dies. PRE-DUE DILIGENCE PREPARATION: One of the best ways to ensure deals close is preparation that happens before negotiations even heat up. If you're selling your company, experienced advisors know what buyers will examine. If you're raising capital, they know what investors will scrutinize. The goal is to be fully prepared and looking great before their team starts asking questions. Many deals fall apart during due diligence because sellers haven't done this preparation work. When there's smoke, buyers think there's fire. One issue makes them worry about ten others they haven't found yet. TRUE BOTTOM LINE CLARITY: This connects to a fundamental negotiating principle from Corey's Authentic Negotiating book. You need total clarity on exactly what's acceptable and what's not acceptable to you. When things shift unexpectedly, whether the economy changes, due diligence reveals issues, a key employee leaves, or you lose a major client, that foundation of clarity determines whether you navigate the disruption or let it derail everything. If you don't know your true bottom line, these disruptions can easily prevent you from ever reaching closing. MANAGING EGO AND ATTACHMENT: As deals progress, watch for ego and emotional attachment on both sides. When the other party raises issues close to closing, you need clarity to analyze whether those issues actually matter versus reacting because you feel triggered. Sometimes people blow deals not because the terms became unacceptable, but because they got tired, frustrated, or insulted. Don't let triggering emotions destroy a deal that could be very good or lucrative for you. STAKEHOLDER ALIGNMENT: Deals can fail at the last minute because the principals assume alignment that doesn't exist. They go to key employees, minority owners, or investors expecting buy-in and discover it isn't there. The balance between confidentiality and getting necessary stakeholder alignment requires strategic thinking. Especially if you're selling your company, you have to weigh not being seen as "in play" on the marketplace and not having employees get spooked against the risk of bringing key folks in too late. MAINTAINING MOMENTUM: Work closely with your team and professionals to keep the pace of the deal moving forward. Deals die when people lose interest or momentum simply fades. Consistent engagement, timely responses to information requests, and staying available to work through inevitable issues keeps deals on track. Perfect for business owners preparing to sell, executives pursuing acquisitions, entrepreneurs raising capital, and anyone involved in transactions who wants to understand why deals succeed or fail in the final stretch. FOR MORE ON THIS EPISODE: https://www.coreykupfer.com/blog/how-to-close-deals FOR MORE ON COREY KUPFER https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps [00:00] - Introduction to the remastered episode series and podcast growth [01:30] - Setting up the solocast on how to close deals [02:00] - The biggest mistake: mentally closing deals before they're actually closed [03:15] - Why "spending the money in your mind" sabotages your deal [04:00] - The deal is not closed until it is closed: maintaining focus through closing [04:45] - Pre-due diligence preparation as your secret weapon [05:30] - How preparation upfront prevents deals from falling apart [06:15] - The true bottom line concept from Authentic Negotiating [06:45] - Why clarity on objectives helps navigate unexpected disruptions [07:15] - Watching your ego and attachment as deals progress [08:00] - Recognizing when you're triggered versus making clear-headed decisions [08:45] - Making sure stakeholders are aligned before closing [09:15] - Balancing confidentiality with getting necessary buy-in [09:45] - Maintaining deal momentum through engagement with your team Host Bio: Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description: Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes: Episode 366 - Jodi Hume on Exit Planning and Founder Clarity Episode 330 - Pete Mohr on Business Transitions and Stakeholder Alignment Episode 337 - Jonathan Gardner on Cross-Cultural Deals and Due Diligence Episode 324 - Sejal Lakhani-Bhatt on Tech Due Diligence in M&A Episode 332 - John Martinka on Financial Due Diligence Best Practices Follow DealQuest Podcast: LinkedIn: https://www.linkedin.com/in/coreykupfer/ Website: https://www.coreykupfer.com/ Keywords/Tags: how to close deals, deal closing strategies, M&A closing process, due diligence preparation, letter of intent, deal negotiation, business acquisition, deal momentum, stakeholder alignment, pre-due diligence, authentic negotiating, true bottom line, deal mindset, transaction management, merger and acquisition, capital raising, joint ventures, business sale preparation, negotiation strategy, dealmaking

Welcome to The Exited Founder Podcast, a production of Exitwise!This show is built on one simple idea: founders helping founders. Every episode features a successful Exited Founder who has been through the highs, the lows, and the life-changing moment of selling their business, and is now paying it forward by sharing everything they learned along the way.You'll hear first-hand exit stories from founders across dozens of industries, what they wish they did differently during the M&A process, their takes on current trends, and how they're using their experience to help the next generation of business owners navigate their exit strategy and maximize the value of their company.Every guest is an Exited Founder who now works as an M&A advisor with Exitwise, bringing deep industry expertise and real networks to help founders like you get the exit you deserve. Whether you're thinking about selling your business, preparing for an acquisition, or just starting to explore what an exit could look like, this podcast is for you.Meet our incredible experts and explore the Exited Founder Marketplace at exitwise.com/exited-foundersListen wherever you get your podcasts.

Send a textSome founders are loud. Others let their execution speak. This episode features a low-profile, high-performance family office principal who quietly built, exited, and reinvested in real estate, credit, and systems that scale.From surviving career collapse to engineering a data-driven lending platform, this guest shares what really builds wealth: checklists, compound learning, velocity, and values. You'll hear battle-tested frameworks on systems-thinking, optionality, hiring autonomy, and structuring exits that retain your edge — plus one underrated superpower: kindness.https://familyoffices.com/

Selling your accounting firm is a major life transition and that often comes with an emotional tax that proper strategy can mitigate.Lisa Handziak, who covers much of the Northeast and Midwest for Poe Group Advisors, has guided owners through successful exits. She's learned that the sellers who thrive during this transition aren't the ones who avoid emotions; they're the ones who understand how to channel them productively. Take confidentiality, for example. Sellers often feel guilty keeping the sale from their staff, but Lisa reframes it completely: You're not keeping a secret. You're creating stability. When you protect your team from premature anxiety, you're actually protecting them, not betraying them. This episode reveals how the best exits happen: with preparation, clear vision, and a strategic mindset that turns your final tax season into proof of how valuable your firm really is.Key Timestamps:00:00 - Introduction 02:04 - Understanding the emotional journey of selling (and why it's normal) 06:41 - The readiness test: what are you going to do next? 08:19 - How one seller rediscovered what matters after exiting 10:01 - The seller who got re-excited about her firm and built even more value over 3 years 13:27 - The seller who got sick during tax season and proved the firm was buyer-ready 15:16 - "You're not keeping a secret, you're creating stability," the confidentiality reframe 19:25 - The attitude reset that transforms your final tax season 22:38 - How starting earlier eliminates seller regrets 25:08 - Accelerating profitable firms to their goals through strategic planning 28:39 - The inspiring buyer success story: from $1M to a major exit 30:12 - Why strategic buyers protect their investment by waiting to meet staff 33:41 - What happens when transition communication goes wrong (and how to avoid it) 35:39 - Bringing the human element back to M&A 36:22 - Book recommendationsDownload Now: https://poegroupadvisors.com/accounting-practice-academy/increase-letter/Price increases are nothing to fear. The real challenge is effectively informing clients of these changes. Our templates will help you demonstrate your value and help clients understand the increases necessary to keep your firm afloat.*Download now and receive:*- (1) Major Fee Increase Letter Template- (1) 20% Fee Increase Letter Template

In this episode of Poised for Exit, we are joined by Karim Ghandour, Founder & CEO at Legacyline, a Dubai-based transition readiness firm serving founders across multiple jurisdictions. Karim shares how his background in estate planning and cross-border advisory work led him to a powerful realization. Most business owners do not truly understand the value of their company, even though it is often their largest asset.Karim explains why exit planning should not be treated as a one-time transaction but as an ongoing discipline focused on readiness. Whether a founder plans to sell, pass the business to family, or simply wants optionality, placing value at the center of decision-making changes everything. As Karim puts it, “If an acquirer would not buy the business, it is a crime to give it to your kids.”We also discuss how subscription-based readiness models create accountability, why emotional readiness is often more difficult than financial or operational readiness, and how founders can prepare for liquidity events long before they occur. This conversation offers a practical and global perspective on what it truly means to be prepared for transition. Connect with Karim Ghandour hereLearn more about Legacyline hereLearn about the Trusted WISP tool for today's professionals hereConnect with Julie Keyes, Keyestrategies LLCFounder, Consultant, Author, Pod-caster and Instructor

At ITEXPO / MSP EXPO, Doug Green, Publisher of Technology Reseller News, spoke with Mahen Gundecha, Broker at Bristol Group, about mergers and acquisitions activity in the MSP and cybersecurity markets—and what business owners should be thinking about long before they decide to sell. Bristol Group is an M&A advisory firm focused on small- and mid-sized companies across multiple industries, with Gundecha concentrating on IT and managed services. Drawing parallels between biotech and the rapidly evolving MSP and cybersecurity sectors, he emphasized that today's environment is knowledge-intensive, fast-moving, and increasingly shaped by consolidation and private equity activity. For MSP owners dreaming of an eventual exit, Gundecha offered practical guidance rooted in three core areas: personal goals, financial readiness, and market risk. “Ask yourself what you want personally, what your financial situation looks like, and what risks are coming your way,” he advised. Many owners assume aggressive growth will dramatically increase valuation in a short period, but in reality, sustained, realistic growth—and careful timing—often determine the outcome. Understanding whether there is a gap between retirement goals and current valuation is a critical first step. He also highlighted the growing impact of consolidation. As private equity-backed platforms acquire regional MSPs, competitive pressure increases—bringing stronger capabilities, deeper cybersecurity stacks, and potentially lower pricing. This can affect both customer retention and employee retention, particularly for highly skilled cybersecurity professionals. For owners nearing retirement, a dip in valuation due to lost accounts or talent may be difficult to recover from within a limited time horizon. Importantly, selling does not have to mean walking away entirely. Gundecha described partial exits where owners retain equity in a larger acquiring platform. This approach can reduce customer concentration risk, provide immediate liquidity, and potentially deliver greater long-term upside if the buyer scales aggressively. “You've cashed out part of your risk, diversified the rest, and positioned yourself for additional wealth creation,” he explained—while underscoring that selecting the right buyer is the key strategic decision. Visit https://bristolgrouponline.com/

From Olympic sprinter to trusted advisor helping entrepreneurs save millions in taxes, David Flores Wilson shares proven strategies for QSBS planning, equity compensation design, and preparing business owners for successful exits both financially and personally. In this episode of the DealQuest Podcast, host Corey Kupfer sits down with David Flores Wilson, CFA, CFP, Managing Partner at Sinceres, who advises entrepreneurs and business owners in New York City on personal financial planning from formation to exit and beyond. David is a multiple Investopedia Top 100 Financial Advisor whose guidance has appeared in CNBC, Yahoo Finance, the New York Times, US News and World Report, and Investment News. WHAT YOU'LL LEARN: In this episode, you'll discover how QSBS planning can potentially exclude $10 million to $70 million or more in capital gains from taxes when structured correctly, why LLC to C Corp conversion timing creates dramatic differences in tax outcomes, and how QSBS stacking through non-grantor trusts multiplies exclusions. David shares why equity compensation plans often fail to motivate the specific people they target and what questions to ask before choosing a vehicle. You'll also learn about the personal readiness component of exit planning that determines whether entrepreneurs thrive or struggle after selling their businesses. DAVID'S JOURNEY: David's path to financial planning started with entrepreneurial instincts in an unexpected place. Growing up in Guam, he ran a comic book arbitrage business as a kid, discovering price differences between local stores and mainland mail-order catalogs. His father was a CPA with a home office, and despite wanting nothing to do with accounting, David absorbed financial concepts through osmosis that would later prove invaluable. After college at UC Berkeley, David joined Lehman Brothers and worked through the financial crisis. During that time, colleagues started coming to him with financial planning questions, and he realized helping people with their money was his true passion. He sat on that realization for years before eventually transitioning to financial planning. When Covid hit in 2020, David and his partner Dan Ryan launched Sinceres, and the firm has been growing since. OLYMPICS LESSON: David represented Guam in track and field at the 1996 Atlanta Olympics, competing in the 200 and 400 meters. The experience taught him something crucial about career selection. Unlike running, where pushing harder brings diminishing returns and constant injury risk, financial planning offers the opportunity to improve incrementally every single day. That compounding knowledge approach now drives how he serves clients. KEY INSIGHTS: QSBS planning stands out as potentially the most powerful tax planning tool for qualifying entrepreneurs. C Corps meeting holding period and active business requirements can exclude $10 million in gains, or 10 times basis for older shares, with new legislation increasing that to $15 million. The planning becomes even more powerful with LLC conversions where market value at conversion becomes the QSBS basis. The biggest mistake with equity compensation involves choosing vehicles based on what owners like rather than what motivates specific employees. "Equity" can mean participation in profits, upside potential, a seat at the table, or financial disclosure. Different people value these differently, and the best planning starts with understanding objectives before selecting tools. Exit planning involves three components that David implements from the first meeting with business owners. Getting personally ready addresses what provides purpose after selling. Getting financially ready ensures the numbers work. Getting business ready covers everything from customer concentration to management team development. The recent One Big Beautiful Bill Act has changed QSBS holding periods, SALT deductions, and AMT rules. Business owners should review their planning with advisors rather than assuming previous strategies still apply. Perfect for entrepreneurs considering entity structure decisions, business owners thinking about exit planning, and anyone interested in tax-efficient wealth building strategies. FOR MORE ON THIS EPISODE: https://www.coreykupfer.com/blog/davidfloreswilson FOR MORE ON DAVID FLORES WILSON: https://www.planningtowealth.com https://www.linkedin.com/in/davidfloreswilson/ FOR MORE ON COREY KUPFER https://www.linkedin.com/in/coreykupfer/ https://www.coreykupfer.com/ Corey Kupfer is an expert strategist, negotiator, and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker. He is deeply passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast. Get deal-ready with the DealQuest Podcast with Corey Kupfer, where like-minded entrepreneurs and business leaders converge, share insights and challenges, and success stories. Equip yourself with the tools, resources, and support necessary to navigate the complex yet rewarding world of dealmaking. Dive into the world of deal-driven growth today! Episode Highlights with Timestamps: [00:00] - Introduction: David Flores Wilson's credentials and areas of expertise [02:55] - Growing up in Guam with a comic book arbitrage business and CPA father [07:58] - Representing Guam at the 1996 Atlanta Olympics and career lessons from athletics [09:28] - QSBS fundamentals: Exclusions, holding periods, and qualifying business requirements [10:45] - LLC to C Corp conversions and the basis multiplication strategy [11:40] - QSBS stacking through non-grantor trusts and family gifting [19:40] - Equity compensation design: Why attraction, retention, and incentive vehicles often miss the mark[28:37] - Journey from Lehman Brothers through the financial crisis to launching Sinceres [31:59] - Exit planning framework: Personal, financial, and business readiness [41:27] - Recent tax law changes from the One Big Beautiful Bill Act [44:09] - What freedom means: Making impact through continuous improvement Guest Bio David Flores Wilson, CFA, CFP, is Managing Partner at Sinceres, advising entrepreneurs and business owners in New York City on personal financial planning from formation to exit and beyond. His areas of expertise include qualified small business stock planning, business exit planning, and equity compensation planning. David is a multiple Investopedia Top 100 Financial Advisor whose guidance has appeared in CNBC, Yahoo Finance, the New York Times, US News and World Report, and Investment News. He represented Guam in the 1996 Atlanta Olympic Games and sits on the Board of Directors as treasurer of the Lower East Side Girls Club. David is active in Entrepreneurs Organization, the Estate Planning Council of New York City, Advisors in Philanthropy, and the Exit Planning Institute. Host Bio Corey Kupfer is an expert strategist, negotiator, and dealmaker with more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author, and professional speaker deeply passionate about deal-driven growth. He is the creator and host of the DealQuest Podcast. Show Description Do you want your business to grow faster? The DealQuest Podcast with Corey Kupfer reveals how successful entrepreneurs and business leaders use strategic deals to accelerate growth. From large mergers and acquisitions to capital raising, joint ventures, strategic alliances, real estate deals, and more, this show discusses the full spectrum of deal-driven growth strategies. Get the confidence to pursue deals that will help your company scale faster. Related Episodes Episode 325 - Kelly Finnell: Using ESOPs in Ownership Succession Planning Episode 350 - Tom Dillon: Understanding Business Valuation and Exit Planning Realities Episode 328 - Richard Manders: Post-Exit Transitions and What Comes After Selling Your Business Episode 339 - Solocast 74: Equitizing Key Employees and Succession Planning Strategies Follow DealQuest Podcast: LinkedIn: https://www.linkedin.com/in/coreykupfer/ Website: https://www.coreykupfer.com/ Follow David Flores Wilson: Website: https://www.planningtowealth.com Keywords/Tags QSBS planning, qualified small business stock, business exit planning, equity compensation, entrepreneur tax strategy, LLC vs C Corp, financial planning for business owners, exit planning institute, tax-efficient wealth building, business succession planning, capital gains exclusion, non-grantor trusts, C corporation conversion, equity incentive plans, entrepreneur financial advisor

This week on Financial Planning: Explained, host Michael Menninger, CFP welcomes back Andrew Mirolli, CEPA. Andrew is the Co-founder and Head of Client Services at BuyAUM. This is the second episode of a three-part series discussing business succession planning through the lens of a financial planner. In this episode, Andrew and Mike talk about what steps to take if your financial planner either retires, or something unexpected happens to them. The two discuss key things to look for and questions individuals should be asking a new advisor, as well as from the advisor perspective, what to do in order to protect clients in the event something happens to them. This is a great episode for anyone who is working with an advisor who may be on the doorstep of retirement. ​ For more information on Menninger & Associates Financial Planning visit https://maaplanning.com.

Season 4 continues with Part 2 of the conversation with Dr. Fred Johnson, shifting the focus from awareness to action. Scott and Dr. Fred Johnson explore the leadership mentality behind high trust cultures and how trust accelerates or undermines performance. The episode highlights why mentality matters more than strategy, how leaders shape culture through their decisions, and what it takes to turn trust into a true advantage. For those looking to understand how leadership mindset directly impacts culture and results, this episode delivers clarity.Hear how Exit Planning Institute talks about culture:https://blog.exit-planning-institute.org/shooting-for-success-winning-culturehttps://blog.exit-planning-institute.org/is-workplace-culture-really-important-to-the-sucess-of-your-business Hear more from Dr. Fred Johnson:https://www.initiativeone.com https://open.spotify.com/episode/1eVQTzZRykHMSWMhaFvu4B?si=74a70a784455469eWant to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

In this episode of Better Business, Better Life, Debra Chantry-Taylor is joined by David Hori, a business acquisition specialist who has led and supported multiple successful exits, including a sale to Toyota.David unpacks why exit planning is not a future event but a leadership discipline that needs to start early. He explains how strong teams, clear processes, and transparency create real business value and allow a business to operate without its founder at the centre. Drawing on his experience across VC-funded startups, acquisitions, and exits, David shares practical insights into building businesses that are genuinely exit-ready.The conversation explores the role of EOS in reducing owner dependency, the importance of involving the leadership team in exit conversations, and why understanding valuation drivers early gives owners more choice and control. David also shares details of his upcoming webinar series designed to help business owners navigate exit planning with clarity and confidence.This episode is essential listening for founders who want optionality, continuity, and a business that can thrive beyond them.CONNECT WITH DEBRA:         ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner►Connect with Debra: debra@businessaction.com.au►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________  GUEST'S DETAILS:  ► David Hori – LinkedIn: https://www.linkedin.com/in/iamdavidhori/►Topline Operators – Website: https://www.toplineops.com/Episode 257 Chapters:  00:00 – Introduction 00:47 – Introduction and Overview of Business Outcomes   01:23 – David Hori's Background and Expertise   02:39 – David's Journey from Law Firm to VC-Funded Startups   05:28 – The Importance of Processes and Systems in Scaling  07:15 – Scaling and the Theory of Constraints   08:09 – Factors Influencing VC-Funded Business Success   10:16 – The Role of Transparency and Team in Exit Planning   14:11 – David's Experience with the Toyota Exit   16:21 – Key Considerations for Business Owners Planning an Exit   26:16 – David's Tips for Business Owners Considering an Exit   33:54 – David's Upcoming Webinar on Exit Planning  

In this episode of Carlsbad: People, Purpose and Impact, host Bret Schanzenbach sits down with Bennett Mann, valuation specialist and business broker with The Chase Group, to talk about what it really takes to build – and successfully sell – a small business.Bennett, a San Diego native and SDSU economics grad with additional business analysis training from UCSD, shares his career path through valuation roles at Bank of America, CoreLogic, and consulting for Fortune 500 companies. He explains how those experiences led him to focus on privately held small businesses and helping owners plan their “third chapter.”You'll hear:Why only 15–30% of small businesses that go on the market actually sellHow to avoid being one of the 70–85% that simply close their doorsWhat a valuation specialist does and how Bennett helps owners understand their current market valueThe danger of being an owner-dependent “lifestyle business” vs. building a transferable companyWhy clean, credible financial records are non-negotiable if you want buyers to take you seriouslyHow to turn your “secret sauce” into documented intellectual property and processesDifferent types of buyers: family, employees, strategic buyers, and private equityWhy you should start planning your exit 3–5 years before you want to sellBennett's love of Carlsbad's outdoor life, from Batiquitos Lagoon to Lake CalaveraWhether you're years away from selling or just starting to think about your next chapter, this episode will help you look at your business through a buyer's eyes and start making decisions that increase both its value and your freedom.Connect with Bennett MannLinkedIn: Bennett MannEmail: bennett@chasegroup.usTune in to Carlsbad: People, Purpose and Impact to learn how to build a business that can thrive – and sell – without you.Quotes“Most businesses that don't sell have one thing in common: the owner is the business.”“Clean books are what sell businesses. Buyers have to be able to trust your numbers.”“Documenting your ‘secret sauce' turns what's in your head into real, transferable value.”“Two businesses can have the same bottom line, but the one that runs without the owner is worth far more.”“The ideal time to plan your exit is three to five years before you want to sell – or when you start the business.” Did this episode have a special impact on you? Share how it impacted youCarlsbad Podcast Social Links:LinkedInInstagramFacebookXYouTubeSponsor: This show is sponsored and produced by DifMix Productions. To learn more about starting your own podcast, visit www.DifMix.com/podcasting

Silent partners can be a powerful asset—or a costly blind spot—when it's time to sell an auto repair business. In this episode of Ratchet+Wrench Radio, host Christine Schaffran sits down with Nick Papakyrikos, CPA, to uncover how smart exit planning, clear agreements, and the right tax structure can turn a future sale into a largely tax-free payday.

In this Season 4 episode, culture is examined through an outside lens. Scott is joined by Dr. Fred Johnson to share insights on leadership awareness, belief systems, and the blind spots that quietly shape organizational culture.The conversation focuses on seeing culture clearly before trying to change it. Scott and Dr. Johnson discuss trust, awareness, and the leadership mentality required to build a high-trust value creator culture from the inside out.For leaders looking to better understand what is really happening within their organization, this episode sets the foundation.Hear how Exit Planning Institute talks about culture:https://blog.exit-planning-institute.org/shooting-for-success-winning-culturehttps://blog.exit-planning-institute.org/is-workplace-culture-really-important-to-the-sucess-of-your-businessHear more from Dr. Fred Johnson:https://www.initiativeone.com/https://open.spotify.com/episode/1eVQTzZRykHMSWMhaFvu4B?si=74a70a784455469eWant to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

What happens to everything you've built if you don't plan your exit?Most business owners spend decades perfecting their craft but less than a year planning their exit—a mistake that leads to "seller's regret" for up to 90% of entrepreneurs.In this episode Kevon Saber, Co-Founder of Legacy Outcomes, reveals how intentional exit planning — executed early and with purpose — can protect your business, your legacy, and your family's future.Kevon reveal why the M&A (Mergers and Acquisitions) market is often rigged against mid-sized owners and how a disciplined, team-based approach can protect your life's work for generations to come. Rather than reacting at the last minute like most sellers, he breaks down why legacy transitions often fail and how a disciplined, process-driven approach can dramatically improve outcomes.Legacy Moment: The reality is... my children told me repeatedly, they don't want to do this... I got to have that exit strategy to get out.Key Takeaways:2:30 – Who is Kevon Saber? (From Med-Tech to Legacy Outcomes)6:43 – Defining M&A: Mergers vs. Acquisitions explained.7:29 – Why starting your exit plan late leads to "suffering."9:34 – The startling stats: Why only 19% of businesses actually close.12:08 – The power of an M&A Team vs. a Solo Broker.14:01 – The Legacy Outcomes Framework: Prepare, Create, Attract, Evaluate, Legacy.18:21 – Handling family dynamics and owner objectives.20:50 – What happens when it goes wrong? (A $24M to $7M cautionary tale).22:51 – Kevon's closing advice: Life is a buffet table.Connect with Kevon Saber:Website: https://legacyoutcomes.comLinkedIn: Kevon SaberX (Twitter): @KevonSaberConnect with Corwyn:Contact Number: 843-619-3005Instagram:⁠ https://www.instagram.com/exitstrategiesradioshow/⁠FB Page:⁠ https://www.facebook.com/exitstrategiessc/⁠Youtube:⁠ https://www.youtube.com/channel/UCxoSuynJd5c4qQ_eDXLJaZA⁠Website:⁠ https://www.exitstrategiesradioshow.com⁠Linkedin:⁠ https://www.linkedin.com/in/cmelette/⁠Shoutout to our Sponsor: Country Boy HomesYou served your country with pride. Now it's time someone serves you. At Country Boy Homes, we believe every veteran deserves a safe, beautiful and affordable place to call home.We proudly offer VA loan friendly, manufactured and modular homes built with integrity, quality and your family and mine. Whether you're retiring to the peaceful low country or starting fresh with your family, we're here to build the future you've earned. Give us a call today, 843-574-8979.Country Boy Homes, Built to Honor, Built to Last.

Ready to turn small actions into massive results for your dental practice and your wealth? In this high-impact episode of The Dental Wealth Nation Show, host Tim McNeely—Certified Financial Planner (CFP), Certified Investment Management Analyst (CIMA), and Certified Exit Planning Advisor (CEPA)—welcomes Joe Lynch of Dandy to break down how “walking the floor” in your practice is the overlooked leadership move that could scale your business, drive up your financial freedom, and help engineer the ultimate exit. Join Tim McNeely and Joe as they cut through the noise and reveal why operational empathy is the foundation for operational excellence in modern dental practices. Discover real strategies to help you: Spot and close the operational blind spots that hold back patient outcomes, team morale, profitability, and practice value. Implement “walking the floor”—learning how simple conversations and attention to overlooked workflows reveal your highest-impact levers for growth and efficiency. Understand how to build, scale, and automate winning systems that prepare your practice for a successful exit, attract top talent, and boost case acceptance and retention. Adopt actionable tips for digital transformation, workflow streamlining, and leveraging data beyond the dashboard. Learn how simple mindset shifts and operational empathy can compound over time—accelerating your path to financial freedom and a life of significance. With trusted guidance from Tim McNeely, a nationally recognized advisor to entrepreneurial dentists, you'll get the no-nonsense, gritty, heart-centered advice needed to leap past survival, and start thriving. Get tangible takeaways and inspiring examples you can implement in your practice tomorrow. This episode is essential listening for dental entrepreneurs and practice owners hungry for Dental Wealth wisdom, strategic Exit Planning, Tax Mitigation tactics, Business Growth acceleration, and premium Wealth Strategies for Dentists.

From Burnout to Prime: Reclaim Your Dental Practice and Wealth with Melinda Hereford | The Dental Wealth Nation Show Are you a driven dental entrepreneur feeling stuck between daily burnout and the thriving practice you know is possible? This episode of The Dental Wealth Nation Show with Tim McNeely is your wake-up call—a masterclass in turning frustration into freedom and building a dental practice (and life) you genuinely love. Join host Tim McNeely—CFP, CIMA, CEPA, and renowned dental wealth strategist—as he sits down with dental practice management expert Melinda Hereford to break down the real reasons successful dentists get stuck in survival mode. Discover why chasing more production or simply slashing expenses isn't the answer—and how the right combination of mindset, systems, and team alignment unlocks your path to lasting wealth and total fulfillment. In this powerhouse episode, you'll learn: Why true financial freedom for dentists goes far beyond bigger profits and busy work The root causes of dental burnout—and proven strategies to regain clarity, energy, and joy at work The “Wildly Important Goal” (WIG) framework: how to set one high-impact target for your practice and mobilize your entire team around it How to implement Most Important Tasks (MITs) for yourself and your staff to drive lasting change—without the pain of micromanagement Ways to leverage simple business dashboards and accountability rhythms to ensure your plans stick (and your profits soar) How engaging your team and focusing on the right goals transforms not just your numbers, but your everyday experience as a leader Tax mitigation, cash flow mastery, and retirement planning essentials—uniquely built for entrepreneurial dentists With decades of experience helping dental practice owners scale smarter, exit wealthier, and thrive with less stress, Tim McNeely brings no-nonsense, actionable strategies and a heart for every dentist looking to build true, lasting wealth. Ready to finally stop treading water and start thriving? Subscribe now for hard-hitting, heart-centered advice on Dental Wealth, Exit Planning, Business Growth, Financial Freedom, Tax Mitigation, Wealth Strategies for Dentists, and more. Take the next step:

Ready to move your dental practice from chaos to calm—and finally claim the wealth, freedom, and fulfillment you deserve? In this episode of The Dental Wealth Nation Show, host Tim McNeely—Certified Financial Planner (CFP), Certified Investment Management Analyst (CIMA), and Certified Exit Planning Advisor (CEPA)—unpacks the secrets to designing a thriving dental career with special guest Dr. Mark Davis, a seasoned entrepreneur who's owned 16 practices and mastered the art of building a life and business he actually loves. If you've ever felt overwhelmed by the daily grind, trapped by perfectionism, or stuck reacting to endless fires, this powerful conversation is for you. Discover the ground-breaking Good Day Framework, practical time management strategies, and the mindset shifts that transform stress into streamlined success. Dr. Mark Davis shares real-world stories, tools for clarity over chaos, and hard-won wisdom gained from years in the trenches—plus actionable tips for restoring energy, empowering your team, and delivering radically better patient care. Tim McNeely's financial expertise for dentists brings you proven wealth strategies for business growth, tax mitigation, and profitable exit planning. This episode will help you: Simplify your practice and amplify what matters most Shift from reaction to intentional response, even when the day unravels Build true financial freedom and future-proof your career Learn what separates resilient, fulfilled dentists from burned-out survivors Implement practical wealth-building and retirement planning tips tailored for dental entrepreneurs Whether you're scaling up, planning your exit, or simply hungry for more impact and joy, you'll walk away inspired, equipped, and empowered to take bold action—starting today. Dental Wealth. Exit Planning. Financial Freedom. Business Growth. Wealth Strategies for Dentists. Tax Mitigation. Retirement Planning. Don't just survive—thrive! Subscribe, share, and book your strategy session with Tim McNeely at [Insert Website] to unlock deeper insights, personalized wealth acceleration, and unstoppable momentum. Follow @TimMcNeely for high-impact tips and the latest breakthroughs in dental business success. Stop letting chaos drain your energy. Start building a simple, elegant, and profitable practice—on your own terms. Press play and join the Dental Wealth Nation today!

DISCLAIMER: The information in this presentation is provided as education only, with the understanding that neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. If you require legal advice or other expert assistance, you should seek the services of a competent professional. Neither the presenter nor ENNIS Legacy Partners shall have any legal liability or responsibility to any person or entity with respect to any loss or damage caused, or alleged to be caused, directly or indirectly, by the information contained in this presentation.============================================“We want you to help you build a business that is sellable and exit successfully on your own terms and conditions.” - Pat Ennis============================================

In this episode of the Exit Planning Coach Podcast, host John F. Dini welcomes back Joe Markovich, who shares both a personal and professional transition—from relocating from Vancouver to Maryland to launching a new collaborative effort with Ennis Legacy Partners. The conversation centers on a challenge many business owners face after exiting their companies: loss of identity, purpose, and structure. Joe introduces The Next Act, a structured program designed to help owners rediscover meaning in life after business using the Japanese concept of ikigai—the intersection of what you love, what you're good at, what the world needs, and how you're rewarded. Together, John and Joe explore why traditional retirement thinking often fails entrepreneurs, why “filling time” isn't the same as fulfilling it, and how purpose-driven planning can dramatically improve post-exit satisfaction. The episode reinforces a powerful message for advisors and owners alike: a successful exit isn't complete unless life after the business is intentionally designed.

S5:E205 David summarizes The Week in Venture and then Matt Dunbar of VentureSouth joins David to co-host a discussion of Exit Planning for Founders, Boards and Angel Investors. While we frequently talk about the need for early Exit Planning, we've not really offered any detail on what that exactly means. So, this review provides a step-by-step outline of a rational Exit Planning Strategy. (interview recorded 1.9.26)Follow David on X at https://x.com/DGRollingSouth Connect On LinkedIn with David at https://www.linkedin.com/in/davidgrisell/ Follow Paul on X at https://x.com/PalmettoAngel Connect On LinkedIn with Paul at https://www.linkedin.com/in/paulclarkprivateequity/ We invite your feedback and suggestions at www.ventureinthesouth.com or email david@ventureinthesouth.com.

Season 4 is officially underway and this Quick Look episode gives you a preview of what is ahead.In this short episode, we are sharing highlight clips from the first few conversations of Season 4. You will hear insights from exit planning experts, advisors, and business owners as they dive into real-world strategies, lessons learned, and the moments that matter most when preparing for a successful exit.If you are thinking about succession, value growth, or what comes next for your business or clients, this Quick Look offers a snapshot of the themes and conversations shaping Season 4.New episodes are coming soon. This is just the beginning.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

In this annual recap episode of Poised for Exit, I reflect on 2025, share what stood out over the past year, and look ahead to what is coming in 2026. I also revisit how the show began during the early days of the pandemic, how it has grown over the past five years, and why exit planning conversations continue to resonate with business owners and advisors around the world.I spend time discussing one of the questions I hear most often: how business owners can grow the value of their companies. I walk through the four intangible capitals, human, structural, customer, and social capital, and explain why these areas often represent the majority of a company's true enterprise value.I also share what listeners can expect in 2026, including new perspectives, continued conversations focused on helping owners prepare for better outcomes, and my appreciation for the 2026 sponsors who support the show and align with the values behind Poised for Exit. I look forward to another year of meaningful discussions ahead.Connect with Julie Keyes, Keyestrategies LLCFounder, Consultant, Author, Pod-caster and Instructor

In this episode of Talk Law Radio, host Todd Marquardt brings together trusted voices in finance, law, and public service to help listeners uncover hidden legal and financial blind spots—and start the new year with clarity and confidence.

In this special episode of the "Exit Is Now" podcast, Scott reviews some of the top moments from the Exit Is Now Podcast and teases some of our upcoming guests for our 2026 season.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

In this week's episode of Better Business, Better Life, Debra Chantry-Taylor is joined by Kerry Boulton, an experienced exit planner, business coach, and investor, for a candid conversation about what really happens when business owners don't plan their exit. Drawing on decades of lived experience, Kerry shares her journey from running a major division in the 1980s to owning, exiting, and reinvesting in multiple businesses. She unpacks a confronting statistic from the Exit Planning Institute: 73% of business owners regret selling their business, largely because they failed to plan both the exit itself and what comes next. Together, Debra and Kerry explore what it truly means to be exit-ready, from strong financials, systems, and succession planning, to reducing owner dependency and thinking deeply about purpose beyond the business. The conversation also dives into family business succession, the emotional realities of exiting, and why starting at least three years early can make all the difference. This episode is a powerful reminder that exiting a business isn't a single transaction, it's a transition. And done well, it can set you up not just for financial security, but for a meaningful and intentional next chapter of life. CONNECT WITH DEBRA:         ___________________________________________         ►Debra Chantry-Taylor is a Certified EOS Implementer | Entrepreneurial Leadership & Business Coach | Business Owner ►Connect with Debra: ⁠debra@businessaction.com.au ⁠ ►See how she can help you: https://businessaction.co.nz/ ►Claim Your Free E-Book: https://www.businessaction.co.nz/free-e-book/ ___________________________________________ GUESTS DETAILS: ► Kerry Boulton – LinkedIn: https://www.linkedin.com/in/businessvaluebuildermelbourne/ ► Get Her Complimentary Valuation Assessment: https://theexitstrategygroup.com.au/value-builder-questionnaire/ ► Get Her Book, The Uncensored Truth about Exit Strategies: https://freeexitstrategybook.com.au/      Episode 251 Chapters:    0:00 – Kerry's Introduction and Background in Exit Planning   2:29 – The Journey to Business Ownership and Initial Challenges   7:33 – Implementing TQM and Attracting International Buyers   11:25 – The Importance of Exit Planning for Baby Boomers   14:35 – The Impact of Not Having an Exit Strategy   19:53 – Financial Considerations and the Role of Professionals   25:38 – Family Business Succession Planning   32:58 – The Importance of Systems and Financial Health   36:48 – The Role of Earn-Outs and Private Equity   40:22 – Top Tips for Exit Planning   

Exit planning is often talked about in terms of numbers, valuation, and deal structure, but what happens when the real work starts with people, emotions, and a clear sense of what comes next?In this episode, Matt Di Francesco sits down with Hannah Chalker, a Certified Exit Planning Advisor and Certified Growth Value Advisor, to explore what truly drives successful business transitions. Hannah shares how her journey into the Exit Planning space began, why the discovery process is the foundation of every strong plan, and how she learned to see transition planning as both a strategic and deeply human process.Matt and Hannah also talk about:(04:13) Why increasing business value is a long-term process, not a short-term decision(05:06) How documenting SOPs ahead of time protects value in any transition(06:43) Why exit planning becomes emotional and requires a true leap of faith(09:43) How acting as a trusted partner helps owners gain confidence in their transition(11:00) Why helping owners grow value over time is the most rewarding part of the workConnect With Hannah ChalkerLinkedIn; https://www.linkedin.com/in/hannah-chalker/Connect With Matt DiFrancesco:matt@highliftfin.com(814)201-5855LinkedIn: Matt DiFrancescoLinkedIn: High Lift FinancialFacebook: High Lift Financial Instagram: @high_lift_financialYouTube: @highliftfinancialAbout the guest:Hannah Chalker helps business owners build stronger, more valuable companies through strategic financial and exit planning. As Director of Business Development and an Exit Planning Advisor at HighLift Financial, she works alongside Matt DiFrancesco to guide owners through value growth, transition planning, and long-term decision making. A Certified Exit Planning Advisor (CEPA) and Certified Value Growth Advisor (CVGA), Hannah brings clarity, structure, and a steady hand to every stage of the journey, helping owners protect their legacy and confidently plan what comes next.Disclaimer:All information is obtained from sources deemed reliable, but not guaranteed. No tax or legal advice is given nor intended. Content provided herein or on our website should not be construed as an offer for investment advice or for securities, insurance, or other investment products. Investments involve the risk of loss and are not guaranteed. Consult a qualified legal, tax, accounting, or financial professional before implementing any investments or strategy discussed here.High Lift Financial is a DBA for DiFrancesco Financial Concierge, LLC.  Investment advisory services are provided through Cornerstone Planning Group, LLC, an independent advisory firm registered with the Securities and Exchange Commission.

With the PRA's PS20/24 rules requiring UK insurers to complete their first Solvent Exit Analysis by June 2026, this episode breaks down what solvent exit planning means in practice. Guest host and PwC Director Pete Thomas speaks with Directors Sarah Watson and James Cameron, and PwC's Global Insurance Regulatory Leader Carlos Montalvo to explore: how the new regime fits within the UK's evolving recovery and resolution framework; the international context; and lessons from real cases of insurer stress and failure. Our expert guests discuss how firms can leverage existing ORSA, wind-down and resilience work; and how to overcome practical challenges around triggers, data, and operational readiness. We also unpack how effective solvent exit planning can unlock capital, sharpen decision-making under stress, and strengthen overall resilience. Please contact peter.m.thomas@pwc.com if you'd like to discuss any of the issues covered. To hear more from us on financial services risk & regulation, you can access all our regular publications at this site: https://www.pwc.co.uk/industries/financial-services/understanding-regulatory-developments.html. 

Who Owns Your Digital Empire? Protect & Value Your Invisible Assets Before You Sell Your BusinessWelcome to ValuationPodcast.com—your go-to resource for navigating the world of business growth and valuation. I'm Melissa Gragg, a financial mediator and business valuation expert in St. Louis, Missouri.In this episode, I sit down with Paige Wiest, CEO of Tree Ring Digital, to uncover one of the biggest blind spots business owners face today—digital asset ownership, continuity, and valuation.If you think “I know where my website is,” or “my marketing team handles that,” this conversation will open your eyes. Paige breaks down the hidden digital assets that can make or break your valuation, delay due diligence, trigger legal conflicts, or even destroy a deal entirely.We talk about:✔️ What digital assets actually are (it's far more than a website)✔️ Why owners lose control of their online presence without realizing it✔️ How digital chaos affects valuation, due diligence & post-transaction headaches✔️ Business continuity, digital continuity & avoiding operational breakdowns✔️ The rising importance of AEO (AI Engine Optimization)✔️ How small oversights—like a past employee's phone number—can cost you thousands⭐ 5 Key Takeaways1. Most business owners do NOT own or control all their digital assets. Logins, domains, hosting, ad accounts, social profiles, CRMs, and tools are often scattered, vendor-owned, or tied to former employees.2. Due diligence can break down without digital asset clarity. Buyers lose confidence when ownership is unclear—leading to retrades, lower valuations, or stalled deals.3. Digital continuity is as critical as operational continuity. If a vendor disappears or an employee leaves, businesses can lose access to websites, analytics, systems, or customer funnels.4. AI-driven search (AEO) will not replace SEO—but requires a clean, authoritative digital foundation. Without SEO fundamentals and trustworthy structured data, AEO strategies fall flat.5. Digital asset audits need to happen BEFORE going to market. Fixing gaps can take months (or legal battles), so owners should inventory and secure everything early.If you're preparing for a sale, planning expansion, or simply want to protect what you've built, this episode gives you the blueprint to regain control of your digital empire.Learn More & Download Paige's Digital Asset Protection Checklist:treeringdigital.com/valuationPaige Wiese (W-ee-s) is the founder and CEO of Tree Ring Digital, a top-ranked Denver-based marketing agency that develops high performance websites and digital marketing strategies for businesses nationwide. With 16 years of industry experience, Paige has seen companies and CEOs struggle to manage and maintain their assets through growth or transition. She hasrecently developed a proprietary digital asset management service to track and protect companies' over 200 data points. Paige is a dedicated speaker and mentor on the topics of brand protection and business growth.https://www.linkedin.com/in/paigewiese/https://www.treeringdigital.com/Connect with Melissa:Melissa Gragg  Expert testimony for financial and valuation issues  Bridge Valuation Partners, LLC  melissa@bridgevaluation.com  http://www.BridgeValuation.com  Cell: (314) 541-8163Support the show

Join us for a Flip the Script episode of The Exit Is Now podcast as Kris Snyder interviews Scott Snider in a thoughtful and personal conversation about leadership, succession, and the emotional side of exit planning. Scott shares his experience stepping into a second generation role, navigating family expectations, confronting burnout, and redefining success beyond work. Kris guides the discussion toward the deeper challenges that business owners face, including identity, communication, conflict, and the process of letting go. This episode offers advisors and owners a powerful look at the human factors that shape every transition.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

Send us a textIn this insightful IT Nation conversation, Rick Murphy, Managing Partner at Cogent Growth Partners, joins Joey Pinz to discuss the mindset and mechanics of successful MSP mergers and acquisitions. Rick opens up about his 60-pound weight loss journey and parallels it with running a business — both require discipline, consistency, and a clear goal.He explains why every MSP will eventually trade hands, why “exit strategy” is a myth, and how liquidity planning and solid financial discipline create real enterprise value. Rick also breaks down the dangers of “Top Line Disease,” shares why non-solicit agreements matter more than non-competes, and urges MSPs to run their company like they're going to sell it tomorrow — even if they're not. ✦ Top 3 Highlights

In this episode of the Nifty Thrifty Dentists Podcast, Dr. Glenn Vo sits down with Tim McNeely - CEO & Founder of Dental Wealth Nation to uncover the biggest financial mistakes dentists make, how to protect your wealth, and the essential blueprint every practice owner must have. Tim works exclusively with dentists and understands the real-world challenges you face: taxes, exit planning, wealth fragmentation, retirement, asset protection, and building long-term financial confidence. If you've ever wondered whether your financial plan is actually working, this episode is for you.

Originally uploaded December 2, reloaded December 5th. Jeffrey Mosher welcomes Reuben Levinsohn, Partner, Wealth Advisor, Nicholas Pope, CFP®, CEPA™, AEP®. Partner, Wealth Advisor Washington Avenue Advisors, REO Town, Lansing, MI. Welcome to the Michigan Business Beat, share a bit about Washington Avenue Advisors? Washington Avenue Advisors clearly supports business owners with exit planning and succession strategy — how do you balance the needs of founders who want growth now with planning for their eventual exit? Your Services page highlights tax planning, acquisitions, and business efficiency — how does your team help small to mid-sized entrepreneurs build a financially scalable business? For business owners worried about legacy — how does your “estate & legacy planning” practice integrate with ownership transition to ensure both the business and their personal assets are protected? As a Lansing-based firm serving entrepreneurs and business owners nationwide, what competitive advantage does Washington Avenue Advisors bring, and how do you align your investment and risk-management advice with the unique challenges of owner-led companies? Your firm hosted Leadership talks last year, what did you and your gatherings take away from those events? » Visit MBN website: www.michiganbusinessnetwork.com/ » Subscribe to MBN's YouTube: www.youtube.com/@MichiganbusinessnetworkMBN » Like MBN: www.facebook.com/mibiznetwork » Follow MBN: twitter.com/MIBizNetwork/ » MBN Instagram: www.instagram.com/mibiznetwork/ Washington Avenue Advisors was founded in 2016 by the original partners, Nick and Reuben, with a belief that the world is full of visionary leaders trying to bring their best ideas to fruition. They wanted to build an organization that would help entrepreneurs move from their imaginations into a physical space. There was no better location to call home than REO Town, Lansing, MI, a historical place where innovation meets entrepreneurship.​ REO Town in Lansing, Michigan, was named after Ransom Eli Olds, founder of the Oldsmobile and REO Motor Car Company, and was a major center for the American automobile industry from 1905 to 1975.​ At Washington Avenue Advisors, we believe financial advising is about more than numbers on a spreadsheet — it's about people, families, and the legacies they build.​ Our mission is to help business owners actualize their legacy. Along the way, WAA has grown into a trusted partner for those navigating every stage of wealth and business. From startup to exit, from first investment to legacy planning, we walk alongside our clients through each step of the journey.​ Connecting Life and Wealth ​ We know that life and wealth are inseparable. That's why our discovery process doesn't begin with money — it begins with you. We ask about your goals, values, and vision for the future, and then design strategies that align with who you are and what matters most.​ Our work spans:​ Wealth Planning & Investment Management — building portfolios and strategies tailored to long-term success. Business & Exit Planning — helping entrepreneurs grow, protect, and exit their companies on their terms. Estate & Legacy Planning — ensuring the values you live by are the ones you pass on. Accounting & Financial Clarity — empowering businesses with day-to-day accuracy for their accounting needs, serving as an outsourced controller or fractional CFO.

Send us a textWhat's your route to market – and is it helping or hurting your business valuation?In this episode of Exit Insights, Darryl Bates-Brownsword and marketing strategist Kevin Harrington break down how to turn your marketing system into a valuable intangible asset. From understanding why relying on a single channel is risky, to learning how to build a predictable, scalable marketing machine, this episode is essential listening for any business owner thinking about exit planning or improving sustainable growth.Whether you're just starting to prepare for an exit, or you're focused on business growth and reducing owner dependence, this episode gives you the practical steps to start futureproofing your marketing efforts – and increasing your business's value.

The Unexpected Cost of Not Planning Your Exit | ValuationPodcast.com with Mark HowleyWelcome to ValuationPodcast.com—your go-to resource for navigating the world of business growth and valuation. I'm Melissa Gragg, a financial mediator and business valuation expert in St. Louis, Missouri. In today's episode, I'm joined by returning guest Mark Howley — entrepreneur, former business owner, consultant, and podcaster — to break down the unexpected cost of NOT planning your exit.Mark shares stories from scaling and selling his packaging business, navigating specialty vs. commodity markets, avoiding the “Walmart Trap,” managing cash flow during growth, and positioning a company to command a premium valuation. Melissa adds expert perspective from the buyer's valuation lens — highlighting the hidden red flags, financial pitfalls, and negotiation mistakes she sees over and over.If you're thinking about selling your company in the next 2–5 years (or you just want to run it better today), this episode is a must-listen.5 Key TakeawaysIf you don't plan your exit, the market will discount you.Buyers price RISK. Customer concentration, declining margins, weak processes, and lack of strategy directly reduce valuation.Niche companies win — generalists get crushed.Going “too broad” dilutes brand, increases operational complexity, and creates inefficiency. Premium buyers pay for specialization.Cash flow tells the real story.Inventory cycles, receivables vs. payables, and cash timing matter more than revenue. Poor cash management kills deals — and value.Sophisticated buyers out-negotiate unprepared owners.They use Quality of Earnings reviews, reps/warranties, and escrow holdbacks to lower price. Owners need financial representation.You must stay focused on the business during the sale.Running your own sale process distracts you — and if performance dips, buyers will retrade or walk away.Q&As from the episode:1. What is the biggest risk of not planning your business exit?The biggest risk is valuation loss. Without planning, owners face declining margins, customer concentration, poor documentation, and unprepared financials — all of which reduce what buyers will pay.2. How do you build a company that commands a premium sale price?Premium companies have: consistent cash flow, diversified customers, strong margins, documented processes, niche positioning, and clean financials backed by professional valuations.3. Why do buyers discount businesses with customer concentration?When one customer represents too much revenue, buyers see elevated risk. If that customer leaves (or pushes down price), the entire company becomes unstable — lowering valuation multiples.4. How do business owners decide which markets to expand into?Owners should evaluate market size, competition, pricing power, and alignment with their niche. Expanding into poorly matched or commoditized categories leads to margin erosion and operational strain.Connect with Mark Howley:https://www.themarkhowleyshow.com/Connect with Melissa:Melissa Gragg  Expert testimony for financial and valuation issues  Bridge Valuation Partners, LLC  melissa@bridgevaluation.com  http://www.BridgeValuation.com  Cell: (314) 541-8163Support the show

The Exit Planning Coach PodcastGuest: Christ Snider, CEO of The Exit Planning InstituteCreating Value Acceleration and Shaping an IndustryIn this compelling edition of the ExitMap Podcast, hosted by John F. Dini, The Exit Planning Coach, EPI CEO Chris Snider shares the candid story behind the creation of the Value Acceleration Methodology and how it evolved into the leading standard for exit planning advisors nationwide. From his early career in process improvement and growth consulting to the breakthrough insights that shaped Value Acceleration, Chris reveals the principles that drive real, measurable results for business owners. He also explains how the Exit Planning Institute scaled this methodology into a national movement—building a thriving community of advisors, expanding professional development pathways, and elevating the quality of exit planning across the profession. CEPAs will gain valuable perspective on where the industry is heading, why Value Acceleration remains so effective, and how EPI is investing in deeper training, specialization, and long-term advisor success. Whether you're a seasoned advisor, CEPA or early in your practice, this episode offers insight, clarity, and motivation from the leader who helped define the modern exit planning landscape.  

Join us for a special episode of The Exit Is Now podcast as Scott Snider welcomes 2025 Exit Planner of the Year, Joe Seetoo. In this conversation, Joe shares what it means to be a best in class advisor, exploring how to change the way we engage with owners, the importance of collaboration and chapter leadership, and the value of lifelong learning. From developing the Strategist toolkit to building Morton into a scalable firm, Joe offers practical insights that every advisor can use. Whether you're just starting your CEPA journey or refining your practice, this episode is filled with strategies to help you grow and lead with impact.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

Money is not the villain. Money is a tool. In this powerful episode of She Believed She Could™, host Allison Walsh sits down with Tinja Anderson — business strategist, financial consultant, former Division I All-American athlete, and Miss Texas International 2022 — to talk about money mindset, exit planning, and the pursuit of excellence in life and business.Tinja shares how a difficult life transition sparked her pivot into finance, why most founders need a true financial consultant rather than a one-size-fits-all product, and how to think like an operator who builds to grow, harvest, and exit. We cover cash flow, tax-efficient strategies, risk protection, decentralizing the owner to increase valuation, and practical steps to move from analysis paralysis to informed action.You will learn:Why reframing “money talk” changes your ability to build wealth and impactHow to protect cash flow and make tax-efficient decisions as you scaleThe role of exit planning and succession in maximizing your multipleWhat to ask an advisor so you get strategy, not just productsHow to build confidence by putting in reps and pursuing excellence dailyChapters:00:00 – Welcome to She Believed She Could™ with Allison Walsh01:15 – Meet Tinja Anderson: athlete, strategist, and financial consultant04:00 – From divorce to defining a new mission around money07:10 – How Tinja pivoted from consulting to finance10:35 – Redefining excellence and the power of the pursuit13:50 – Growing up with high expectations and learning discipline17:00 – Facing imposter syndrome and thriving in male-dominated industries20:25 – How to navigate rooms full of powerful women23:00 – Why most entrepreneurs need a financial consultant, not a salesperson26:15 – Building a business to grow, harvest, and exit efficiently29:40 – Talking about money with confidence and clarity32:30 – Understanding tax strategies, risk protection, and cash flow35:00 – Inside her podcast Pursuit of Excellence and how it began37:20 – Tinja's upcoming book Boundaries and Bullshit39:10 – What confidence really means and how to build it40:25 – Who inspires Tinja and where to connect with herConnect with Tinja:Instagram → @tinjaandersonCheck out Tinja's podcast "The Pursuit of Excellence" here: pursuitofexcellencepodcast.comConnect with Allison:Instagram → @allisonwalshLearn more about the Impact Brand Accelerator → www.allisonwalshconsulting.com/freebies

DISCLAIMER: The information in this presentation is provided as education only, with the understanding that neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. If you require legal advice or other expert assistance, you should seek the services of a competent professional. Neither the presenter nor ENNIS Legacy Partners shall have any legal liability or responsibility to any person or entity with respect to any loss or damage caused, or alleged to be caused, directly or indirectly, by the information contained in this presentation.============================================“We want you to help you build a business that is sellable and exit successfully on your own terms and conditions.” - Pat Ennis============================================

DISCLAIMER: The information in this presentation is provided as education only, with the understanding that neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. If you require legal advice or other expert assistance, you should seek the services of a competent professional. Neither the presenter nor ENNIS Legacy Partners shall have any legal liability or responsibility to any person or entity with respect to any loss or damage caused, or alleged to be caused, directly or indirectly, by the information contained in this presentation.============================================“We want you to help you build a business that is sellable and exit successfully on your own terms and conditions.” - Pat Ennis============================================

Succession Planning with Steve Fisher and Bryan Preston (Family Business Radio, Episode 70) In this episode of Family Business Radio, host Anthony Chen is joined by Steve Fisher from Strategy Partners Group and Bryan Preston from Gaelic Business Solutions for a candid conversation about the real challenges that prevent family businesses from growing and transitioning successfully. […]

Join us for a Partner Summit Special episode of The Exit Is Now podcast as Scott Snider welcomes Andrew Nikolai of CSG Partners to discuss the rising role of employee ownership in exit planning. Andrew explains why ESOPs are a powerful option for business owners, offering unique tax benefits, cultural continuity, and wealth-building opportunities for employees. He walks through the ideal company profile, outlines the three-stage process from education to transaction, and highlights why ESOPs are becoming a more mainstream choice in the era of the silver tsunami. This episode provides practical insights for advisors and owners alike on how employee ownership can align purpose, legacy, and liquidity.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

What does it take to keep a family business thriving for generations? In this episode of Unstoppable Mindset, I talk with Jan Southern, a seasoned business advisor who helps family-owned companies build long-term success through structure, trust, and clarity. We explore why so many family firms lose their way by the third generation—and what can be done right now to change that story. Jan shares how documenting processes, empowering people, and aligning goals can turn complexity into confidence. We unpack her “Three Ps” framework—People, Process, and Product—and discuss how strong leadership, accountability, and smart AI adoption keep growth steady and sustainable. If you've ever wondered what separates businesses that fade from those that flourish, this conversation will show you how to turn structure into freedom and process into legacy. Highlights: 00:10 – Why unexpected stories reveal how real businesses grow. 01:39 – How early life in Liberal, Kansas shaped a strong work ethic. 07:51 – What a 10,000 sq ft HQ build-out teaches about operations. 09:35 – How a trading floor was rebuilt in 36 hours and why speed matters. 11:21 – Why acquisitions fail without tribal knowledge and culture continuity. 13:19 – What Ferguson Alliance does for mid-market family businesses. 14:08 – Why many family firms don't make it to the third generation. 17:33 – How the 3 Ps—people, process, product—create durable growth. 20:49 – Why empowerment and clear decision rights prevent costly delays. 33:02 – The step-by-step process mapping approach that builds buy-in. 36:41 – Who should sponsor change and how to align managers. 49:36 – Why process docs and succession planning start on day one. 56:21 – Realistic timelines: six weeks to ninety days and beyond. 58:19 – How referrals expand projects across departments. About the Guest: With over 40 years of experience in the realm of business optimization and cost-effective strategies, Jan is a seasoned professional dedicated to revolutionizing company efficiency. From collaborating with large corporations encompassing over 1,000 employees to small 2-person offices, Jan's expertise lies in meticulously analyzing financials, processes, policies and procedures to drive enhanced performance. Since joining Ferguson Alliance in 2024, Jan has become a Certified Exit Planning Advisor and is currently in the process of certification in Artificial Intelligence Consulting and Implementation, adding to her ability to quickly provide businesses with an assessment and tools that will enhance their prosperity in today's competitive landscape. Jan's forte lies in crafting solutions that align with each client's vision, bolstering their bottom line and staffing dynamics. Adept in setting policies that align with company objectives, Jan is renowned for transforming challenges into opportunities for growth and longevity. With a knack for unraveling inefficiencies and analyzing net income, Jan is a go-to expert for family-owned businesses looking to extend their legacy into future generations. Ways to connect with Jan: Email address : Jan@Ferguson-Alliance.com Phone: 713 851 2229 LinkedIn: linkedin.com/in/jansouthern cepa Website: https://ferguson alliance.com About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:20 Well, hi everyone. I want to welcome you to unstoppable mindset where inclusion, diversity and the unexpected meet. But the neat thing about it is we don't usually deal with inclusion or diversity. We deal with everything, but that because people come on this podcast to tell their own stories, and that's what we get to do today with Jan southern not necessarily anything profound about inclusion or diversity, but certainly the unexpected. And I'm sure we're going to figure out how that happens and what's unexpected about whatever I got to tell you. Before we started, we were just sitting here telling a few puns back and forth. Oh, well, we could always do that, Jan, well, welcome to unstoppable mindset. We're glad you're here. Thank you so much. Glad to be here. Any puns before we start?   Jan Southern ** 02:09 No, I think we've had enough of those. I think we did it   Michael Hingson ** 02:11 in, huh? Yes. Well, cool. Well, I want to thank you for being here. Jan has been very actively involved in a lot of things dealing with business and helping people and companies of all sizes, companies of all sizes. I don't know about people of all sizes, but companies of all sizes in terms of becoming more effective and being well, I'll just use the term resilient, but we'll get into that. But right now, let's talk about the early Jan. Tell us about Jan growing up and all that sort of stuff that's always fun to start with.   Jan Southern ** 02:50 Yes, I grew up in Liberal Kansas, which is a small town just north of the Oklahoma border and a little bit east of New Mexico kind of down in that little Four Corners area. And I grew up in the time when we could leave our house in the morning on the weekends and come home just before dusk at night, and our parents didn't panic, you know. So it was a good it was a good time growing up. I i lived right across the street from the junior high and high school, so I had a hugely long walk to work, I mean,   Michael Hingson ** 03:28 to school,   Jan Southern ** 03:30 yeah, and so, you know, was a, was a cheerleader in high school, and went to college, then at Oklahoma State, and graduated from there, and here I am in the work world. I've been working since I was about 20 years old, and I'd hate to tell you how many years that's been.   Michael Hingson ** 03:51 You can if you want. I won't tell   03:55 nobody will know.   Michael Hingson ** 03:57 Good point. Well, I know it's been a long time I read your bio, so I know, but that's okay. Well, so when you What did you major in in college psychology? Ah, okay. And did you find a bachelor's degree or just bachelor's   Jan Southern ** 04:16 I did not. I got an Mrs. Degree and had two wonderful children and grew up, they've grown up and to become very fine young men with kids of their own. So I have four grandchildren and one great grandchild, so   Michael Hingson ** 04:33 Wowie Zowie, yeah, that's pretty cool. So when you left college after graduating, what did you do?   Jan Southern ** 04:40 I first went to work in a bank. My ex husband was in pharmacy school at Oklahoma, State University of Oklahoma, and so I went to work in a bank. I was the working wife while he went to pharmacy school. And went to work in a bank, and years later, became a bank consultant. So we we lived in Norman, Oklahoma until he was out of school and and as I began having children during our marriage, I went to work for a pediatrician, which was very convenient when you're trying to take care of kids when they're young.   Michael Hingson ** 05:23 Yeah, and what did you What did you do for a pediatrician?   Jan Southern ** 05:27 I was, I was her receptionist, and typed medical charts, so I learned a lot about medicine. Was very she was head of of pediatrics at a local hospital, and also taught at the university. And so I got a great education and health and well being of kids. It was, it was a great job.   Michael Hingson ** 05:51 My my sister in law had her first child while still in high school, and ended up having to go to work. She went to work for Kaiser Permanente as a medical transcriber, but she really worked her way up. She went to college, got a nursing degree, and so on, and she became a nurse. And eventually, when she Well, she didn't retire, but her last job on the medical side was she managed seven wards, and also had been very involved in the critical care unit. Was a nurse in the CCU for a number of years. Then she was tasked. She went to the profit making side of Kaiser, as it were, and she was tasked with bringing paperless charts into Kaiser. She was the nurse involved in the team that did that. So she came a long way from being a medical transcriber.   Jan Southern ** 06:51 Well, she came a long way from being a single mom in high school. That's a great story of success.   Michael Hingson ** 06:56 Well, and she wasn't totally a single mom. She she and the guy did marry, but eventually they they did divorce because he wasn't as committed as he should be to one person, if it were,   Speaker 1 ** 07:10 that's a familiar story. And he also drank and eventually died of cirrhosis of the liver. Oh, that's too bad. Yeah, that's always sad, but, you know, but, but she coped, and her her kids cope. So it works out okay. So you went to work for a pediatrician, and then what did you do?   Jan Southern ** 07:31 Well, after my husband, after he graduated, was transferred to Dallas, and I went to work for a company gardener, Denver company at the time, they've been since purchased by another company. And was because of my experience in banking prior to the pediatrician, I went to work in their corporate cash management division, and I really enjoyed that I was in their corporate cash management for their worldwide division, and was there for about four years, and really enjoyed it. One of my most exciting things was they were moving their headquarters from Quincy, Illinois down to Dallas. And so I had been hired. But since they were not yet in Dallas, I worked with a gentleman who was in charge of putting together their corporate offices. And so we made all the arrangements. As far as we had a got a 10,000 square foot blank space when we started. And our job was to get every desk, every chair, every pen and pencil. And so when somebody moved from Quincy, Illinois, they moved in and they had their desk all set up. Their cuticles were cubicles were ready to go and and they were they could hit the ground running day one, so that,   Michael Hingson ** 09:02 so you, you clearly really got into dealing with organization, I would would say, then, wouldn't, didn't you?   Jan Southern ** 09:11 Yes, yes, that was my, probably my first exposure to to the corporate world and learning exactly how things could be more efficient, more cost effective. And I really enjoyed working for that company.   Michael Hingson ** 09:30 I remember, after September 11, we worked to provide the technology that we were selling, but we provided technology to Wall Street firms so they could recover their data and get set up again to be able to open the stock exchange and all the trading floors on the 17th of September. So the next Monday. And it was amazing, one of the companies was, I think it was Morgan Stanley. Finally and they had to go find new office space, because their office space in the World Trade Center was, needless to say, gone. They found a building in Jersey City that had a floor, they said, about the size of a football field, and from Friday night to Sunday afternoon, they said it took about 36 hours. They brought in computers, including IBM, taking computers from some of their own people, and just bringing them into to Morgan Stanley and other things, including some of the technology that we provided. And within 36 hours, they had completely reconstructed a trading floor. That's amazing. It was, it was absolutely amazing to see that. And you know, for everyone, it was pretty crazy, but Wall Street opened on the 17th and and continued to survive.   Jan Southern ** 10:57 That's a great story.   Michael Hingson ** 10:59 So what did you do? So you did this, this work with the 10,000 square foot space and other things like that. And then what?   Jan Southern ** 11:08 Well, once, once everyone moved into the space in Dallas. Then I began my work in their in their corporate cash management area. And from there, my next job was working in a bank when my my husband, then was transferred back to Tulsa, Oklahoma, and I went back to work in banking. And from that bank, I was there about three to four years, and I was hired then by John Floyd as a as a consultant for banks and credit unions, and I was with that company for 42 years. My gosh, I know that's unusual these days, but I really enjoyed what I did. We did re engineering work and cost effectiveness and banks and credit unions for those 42 years. And so that was where I really cut my teeth on process improvement and continuous improvement, and still in that industry. But their company was bought by a an equity firm. And of course, when that happens, they like to make changes and and bring in their own folks. So those of us who had been there since day one were no longer there.   Michael Hingson ** 12:26 When did that happen?   Jan Southern ** 12:27 That was in 2022   Michael Hingson ** 12:32 so it's interesting that companies do that they always want to bring in their own people. And at least from my perspective, it seems to me that they forget that they lose all the tribal knowledge that people who have been working there have that made the company successful   Jan Southern ** 12:51 Absolutely. So I guess they're still doing well, and they've done well for themselves afterwards, and but, you know, they do, they lose all the knowledge, they lose all of the continuity with the clients. And it's sad that they do that, but that's very, very common.   Michael Hingson ** 13:13 Yeah, I know I worked for a company that was bought by Xerox, and all the company wanted was our technology. All Xerox wanted was the technology. And they lost all of the knowledge that all the people with sales experience and other kinds of experiences brought, because they terminated all of us when the company was fully in the Xerox realm of influence.   Jan Southern ** 13:39 So you know what I went through? Yeah.   Michael Hingson ** 13:42 Well, what did you do after you left that company? After you left John Floyd,   Jan Southern ** 13:47 I left John Floyd, I was under a I was under a non compete, so I kind of knocked around for a couple of years. I was of age where I could have retired, but I wasn't ready to. So then I found Ferguson Alliance, and I'm now a business advisor for family owned businesses, and so I've been with Ferguson just over a year, and doing the same type of work that I did before. In addition to that, I have become a certified Exit Planning advisor, so that I can do that type of work as well. So that's that's my story in a nutshell. As far as employment,   Michael Hingson ** 14:26 what is Ferguson Alliance?   Jan Southern ** 14:29 Ferguson Alliance, we are business advisors for family owned businesses. And the perception is that a family owned business is going to be a small business, but there are over 500,000 family owned businesses in the United States. Our market is the middle market, from maybe 50 employees up to 1000 20 million in revenues, up to, you know, the sky's the limit, and so we do. Do a lot of work as far as whatever can help a family owned business become more prosperous and survive into future generations. It's a sad statistic that most family owned businesses don't survive into the third generation.   Michael Hingson ** 15:16 Why is that?   Jan Southern ** 15:19 I think because they the first the first generation works themselves, their fingers to the bone to get their their business off the ground, and they get successful, and their offspring often enjoy, if you will, the fruits of the labors of their parents and so many of them, once they've gone to college, they don't have an interest in joining the firm, and so they go on and succeed on their own. And then their children, of course, follow the same course from from their work. And so that's really, I think, the primary reason, and also the the founders of the businesses have a tendency to let that happen, I think. And so our coaching programs try to avoid that and help them to bring in the second and third generations so that they can, you know, they can carry on a legacy of their parents or the founders.   Michael Hingson ** 16:28 So what do you do, and what kinds of initiatives do you take to extend the longevity of a family owned business then,   Jan Southern ** 16:39 well, the first thing is that that Rob, who's our founder of our family owned business, does a lot of executive coaching and helps the helps the people who are within the business, be it the founder or being at their second or third generations, and he'll help with coaching them as to how to, hey, get past the family dynamics. Everybody has their own business dynamics. And then you add on top of that, the family dynamics, in addition to just the normal everyday succession of a business. And so we help them to go through those types of challenges, if you will. They're not always a challenge, but sometimes, if there are challenges, Rob's coaching will take them through that and help them to develop a succession plan that also includes a document that says that that governance plan as to how their family business will be governed, in addition to just a simple succession plan, and my role in a lot of that is to make sure that their business is ready to prosper too. You know that their their assessment of as far as whether they're profitable, whether they are their processes are in place, etc, but one of the primary things that we do is to help them make certain that that if they don't want to survive into future generations, that we help them to prepare to either pass it along to a family member or pass it along to someone who's a non family member, right?   Michael Hingson ** 18:34 So I've heard you mentioned the 3p that are involved in extending longevity. Tell me about that. What are the three P's?   Jan Southern ** 18:41 Well, the first p is your people. You know, if you don't take care of your people, be they family members or non family members, then you're not going to be very successful. So making certain that you have a system in place, have a culture in place that takes care of your people. To us, is very key. Once you make sure that your people are in a culture of continuous improvement and have good, solid foundation. In that regard, you need to make sure that your processes are good. That's the second P that that you have to have your processes all documented, that you've authorized your people to make decisions that they don't always have to go to somebody else. If you're a person in the company and you recognize that something's broken, then you need to have empowerment so that your people can make decisions and not always have to get permission from someone else to make certain that those processes continuously are approved improved. That's how to you. Could have became so successful is they installed a product. They called it, I say, a product. They installed a culture. They called it kaizen. And so Kaizen was simply just continuous improvement, where, if you were doing a process and you ask yourself, why did I do it this way? Isn't there a better way? Then, you know, you're empowered to find a better way and to make sure that that that you can make that decision, as long as it fits in with the culture of the company. Then the third P is product. You know, you've got to have a product that people want. I know that you've seen a lot of companies fail because they're pushing a product that nobody wants. And so you make certain that your products are good, your products are good, high quality, and that you can deliver them in the way that you promise. And so those are really the 3p I'd like to go back to process and just kind of one of the things, as you know, we had some horrendous flooding here in Texas recently, and one of the things that happened during that, and not that it was a cause of it, but just one of the things that exacerbated the situation, is someone called to say, Please, we need help. There's flooding going on. It was one of their first responders had recognized that there was a tragic situation unfolding, and when he called into their system to give alerts, someone says, Well, I'm going to have to get approval from my supervisor, with the approval didn't come in time. So what's behind that? We don't know, but that's just a critical point as to why you should empower your people to make decisions when, when it's necessary.   Michael Hingson ** 21:56 I'm sure, in its own way, there was some of that with all the big fires out here in California back in January, although part of the problem with those is that aircraft couldn't fly for 36 hours because the winds were so heavy that there was just no way that the aircraft could fly. But you got to wonder along the way, since they are talking about the fact that the electric companies Southern California, Edison had a fair amount to do with probably a lot a number of the fires igniting and so on, one can only wonder what might have happened if somebody had made different decisions to better prepare and do things like coating the wires so that if they touch, they wouldn't spark and so on that they didn't do. And, you know, I don't know, but one can only wonder.   Jan Southern ** 22:53 It's hard to know, you know, and in our situation, would it have made any difference had that person been able to make a decision on her own? Yeah, I was moving so rapidly, it might not have made any any difference at all, but you just have to wonder, like you said,   Michael Hingson ** 23:10 yeah, there's no way to, at this point, really know and understand, but nevertheless, it is hopefully something that people learn about for the future, I heard that they're now starting to coat wires, and so hopefully that will prevent a lot, prevent a lot of the sparking and so on. I'd always thought about they ought to put everything underground, but coating wire. If they can do that and do it effectively, would probably work as well. And that's, I would think, a lot cheaper than trying to put the whole power grid underground.   Jan Southern ** 23:51 I would think so we did when I was with my prior company. We did a project where they were burying, they were putting everything underground, and Burlington Vermont, and it was incredible what it takes to do that. I mean, you just, we on the outside, just don't realize, you know, there's a room that's like 10 by six underground that carries all of their equipment and things necessary to do that. And I never realized how, how costly and how difficult it was to bury everything. We just have the impression that, well, they just bury this stuff underground, and that's all. That's all it takes. But it's a huge, huge undertaking in order to do that   Michael Hingson ** 24:36 well. And it's not just the equipment, it's all the wires, and that's hundreds and of miles and 1000s of miles of cable that has to be buried underground, and that gets to be a real challenge.   Jan Southern ** 24:47 Oh, exactly, exactly. So another story about cables. We were working in West Texas one time on a project, and we're watching them stretch the. Wiring. They were doing some internet provisioning for West Texas, which was woefully short on in that regard, and they were stringing the wire using helicopters. It was fascinating, and the only reason we saw that is it was along the roadways when we were traveling from West Texas, back into San Antonio, where flights were coming in and out of so that was interesting to watch.   Michael Hingson ** 25:28 Yeah, yeah. People get pretty creative. Well, you know, thinking back a little bit, John Floyd must have been doing something right to keep you around for 42 years.   Jan Southern ** 25:40 Yes, they did. They were a fabulous country company and still going strong. I think he opened in 1981 it's called advantage. Now, it's not John Floyd, but Right, that was a family owned business. That's where I got to cut my teeth on the dynamics of a family owned business and how they should work and how and his niece is one of the people that's still with the company. Whether, now that they're owned by someone else, whether she'll be able to remain as they go into different elements, is, is another question. But yeah, they were, they were great.   Michael Hingson ** 26:20 How many companies, going back to the things we were talking about earlier, how many companies when they're when they buy out another company, or they're bought out by another company, how many of those companies generally do succeed and continue to grow? Do you have any statistics, or do more tend not to than do? Or   Jan Southern ** 26:40 I think that more tend to survive. They tend to survive, though, with a different culture, I guess you would say they they don't retain the culture that they had before. I don't have any firm statistics on that, because we don't really deal with that that much, but I don't they tend to survive with it, with a the culture of the newer company, if they fold them in, yeah.   Michael Hingson ** 27:15 Well, and the reality is to be fair, evolution always takes place. So the John Floyd and say, 2022 wasn't the same as the John Floyd company in 1981   Jan Southern ** 27:31 not at all. No, exactly, not at all.   Michael Hingson ** 27:34 So it did evolve, and it did grow. And so hopefully, when that company was absorbed elsewhere and with other companies, they they do something to continue to be successful, and I but I think that's good. I know that with Xerox, when it bought Kurzweil, who I worked for, they were also growing a lot and so on. The only thing is that their stock started to drop. I think that there were a number of things. They became less visionary, I think is probably the best way to put it, and they had more competition from other companies developing and providing copiers and other things like that. But they just became less visionary. And so the result was that they didn't grow as much as probably they should have.   Jan Southern ** 28:28 I think that happens a lot. Sometimes, if you don't have a culture of continuous improvement and continuous innovation, which maybe they didn't, I'm not that familiar with how they move forward, then you get left behind. You know, I'm I'm in the process right now, becoming certified in artificial intelligent in my old age. And the point that's made, not by the company necessarily that I'm studying with, but by many others, is there's going to be two different kinds of companies in the future. There's going to be those who have adopted AI and those who used to be in business. And I think that's probably fair.   Michael Hingson ** 29:13 I think it is. And I also we talked with a person on this podcast about a year ago, or not quite a year ago, but, but he said, AI will not replace anyone's jobs. People will replace people's jobs with AI, but they shouldn't. They shouldn't eliminate anyone from the workforce. And we ended up having this discussion about autonomous vehicles. And the example that he gave is, right now we have companies that are shippers, and they drive product across the country, and what will happen to the drivers when the driving process becomes autonomous and you have self driving vehicles, driving. Across country. And his point was, what they should do, what people should consider doing is not eliminating the drivers, but while the machine is doing the driving, find and give additional or other tasks to the drivers to do so they can continue to be contributors and become more efficient and help the company become more efficient, because now you've got people to do other things than what they were used to doing, but there are other things that AI won't be able to do. And I thought that was pretty fascinating,   Jan Southern ** 30:34 exactly. Well, my my nephew is a long haul truck driver. He owns a company, and you know, nothing the AI will never be able to observe everything that's going on around the trucking and and you know, there's also the some of the things that that driver can do is those observations, plus they're Going to need people who are going to program those trucks as they are making their way across the country, and so I'm totally in agreement with what your friend said, or your you know, your guests had to say that many other things,   Michael Hingson ** 31:15 yeah, and it isn't necessarily even relating to driving, but there are certainly other things that they could be doing to continue to be efficient and effective, and no matter how good the autonomous driving capabilities are, it only takes that one time when for whatever reason, the intelligence can't do it, that it's good To have a driver available to to to to help. And I do believe that we're going to see the time when autonomous vehicles will be able to do a great job, and they will be able to observe most of all that stuff that goes on around them. But there's going to be that one time and that that happens. I mean, even with drivers in a vehicle, there's that one time when maybe something happens and a driver can't continue. So what happens? Well, the vehicle crashes, or there's another person to take over. That's why we have at least two pilots and airplanes and so on. So right, exactly aspects of it,   Jan Southern ** 32:21 I think so I can remember when I was in grade school, they showed us a film as to what someone's vision of the country was, and part of that was autonomous driving, you know. And so it was, it was interesting that we're living in a time where we're beginning to see that, yeah,   Michael Hingson ** 32:41 we're on the cusp, and it's going to come. It's not going to happen overnight, but it will happen, and we're going to find that vehicles will be able to drive themselves. But there's still much more to it than that, and we shouldn't be in too big of a hurry, although some so called profit making. People may decide that's not true, to their eventual chagrin, but we shouldn't be too quick to replace people with technology totally   Jan Southern ** 33:14 Exactly. We have cars in I think it's Domino's Pizza. I'm not sure which pizza company, but they have autonomous cars driving, and they're cooking the pizza in the back oven of the car while, you know, while it's driving to your location, yeah, but there's somebody in the car who gets out of the car and brings the pizza to my door.   Michael Hingson ** 33:41 There's been some discussion about having drones fly the pizza to you. Well, you know, we'll see,   Jan Southern ** 33:50 right? We'll see how that goes. Yeah,   Michael Hingson ** 33:53 I haven't heard that. That one is really, pardon the pun, flown well yet. But, you know, we'll see. So when you start a process, improvement process program, what are some of the first steps that you initiate to bring that about? Well, the first   Jan Southern ** 34:11 thing that we do, once we've got agreement with their leadership, then we have a meeting with the people who will be involved, who will be impacted, and we tell them all about what's happening, what's going to happen, and make certain that they're in full understanding. And you know, the first thing that you ever hear when you're saying that you're going to be doing a re engineering or process improvement is they think, Oh, you're just going to come in and tell me to reduce my staff, and that's the way I'm going to be more successful. We don't look at it that way at all. We look at it in that you need to be right. Have your staff being the right size, and so in in many cases, in my past. I we've added staff. We've told them, you're under staffed, but the first thing we do is hold that meeting, make certain that they're all in agreement with what's going to happen, explain to them how it's going to happen, and then the next step is that once management has decided who our counterparts will be within the company. Who's going to be working with us to introduce us to their staff members is we sit down with their staff members and we ask them questions. You know, what do you do? How do you do it? What do you Did someone bring it to you. Are you second in line or next in line for some task? And then once you finish with it, what happens to it? Do you give someone else? Is a report produced? Etc. And so once we've answered all of those questions, we do a little a mapping of the process. And once you map that process, then you take it back to the people who actually perform the process, and you ask them, Did I get this right? I heard you say, this? Is this a true depiction of what's happening? And so we make sure that they don't do four steps. And they told us steps number one and three, so that then, once we've mapped that out, that gives us an idea of two of how can things be combined? Can they be combined? Should you be doing what you're doing here? Is there a more efficient or cost effective way of doing it? And we make our recommendations based on that for each process that we're reviewing. Sometimes there's one or two good processes in an area that we're looking at. Sometimes there are hundreds. And so that's that's the basic process. And then once they've said yes, that is correct, then we make our recommendations. We take it back to their management, and hopefully they will include the people who actually are performing the actions. And we make our recommendations to make changes if, if, if it's correct, maybe they don't need to make any changes. Maybe everything is is very, very perfect the way it is. But in most cases, they brought us in because it's not and they've recognized it's not. So then once they've said, yes, we want to do this, then we help them to implement.   Michael Hingson ** 37:44 Who usually starts this process, that is, who brings you in?   Jan Southern ** 37:48 Generally, it is going to be, depending upon the size of the company, but in most cases, it's going to be the CEO. Sometimes it's the Chief Operating Officer. Sometimes in a very large company, it may be a department manager, you know, someone who has the authority to bring us in. But generally, I would say that probably 90% of our projects, it's at the C   Michael Hingson ** 38:19 level office. So then, based on everything that you're you're discussing, probably that also means that there has to be some time taken to convince management below the CEO or CEO or a department head. You've got to convince the rest of management that this is going to be a good thing and that you have their best interest at heart.   Jan Southern ** 38:43 That is correct, and that's primarily the reason that we have for our initial meeting. We ask whoever is the contract signer to attend that meeting and be a part of the discussion to help to ward off any objections, and then to really bring these people along if they are objecting. And for that very reason, even though they may still be objecting, we involve them in the implementation, so an implementation of a of a recommendation has to improve, has to include the validation. So we don't do the work, but we sit alongside the people who are doing the implementation and guide them through the process, and then it's really up to them to report back. Is it working as intended? If it's not, what needs to be changed, what might improve, what we thought would be a good recommendation, and we work with them to make certain that everything works for them. Right? And by the end of that, if they've been the tester, they've been the one who's approved steps along the way, we generally find that they're on board because they're the it's now. They're now the owners of the process. And when they have ownership on something that they've implemented. It's amazing how much more resilient they they think that the process becomes, and now it's their process and not ours.   Michael Hingson ** 40:32 Do you find most often that when you're working with a number of people in a company that most of them realize that there need to be some changes, or something needs to be improved to make the whole company work better. Or do you find sometimes there's just great resistance, and people say no, there's just no way anything is bad.   Jan Southern ** 40:53 Here we find that 90% of the time, and I'm just pulling that percentage out of the air, I would say they know, they know it needs to be changed. And the ones typically, not always, but typically, the ones where you find the greatest resistance are the ones who know it's broken, but they just don't want to change. You know, there are some people who don't want to change no matter what, or they feel threatened that. They feel like that a new and improved process might take their place. You know, might replace them. And that's typically not the case. It's typically not the case at all, that they're not replaced by it. Their process is improved, and they find that they can be much more productive. But the the ones who are like I call them the great resistors, usually don't survive the process either. They are. They generally let themselves go,   Michael Hingson ** 42:01 if you will, more ego than working for the company.   Jan Southern ** 42:05 Yes, exactly, you know, it's kind of like my mom, you know, and it they own the process as it was. We used to laugh and call this person Louise, you know, Louise has said, Well, we've always done it that way. You know, that's probably the best reason 20 years in not to continue to do it same way.   Michael Hingson ** 42:34 We talked earlier about John Floyd and evolution. And that makes perfect sense. Exactly what's one of the most important things that you have to do to prepare to become involved in preparing for a process, improvement project? I think   Jan Southern ** 42:52 the most important thing there's two very important things. One is to understand their culture, to know how their culture is today, so that you know kind of which direction you need to take them, if they're not in a continuous improvement environment, then you need to lead them in that direction if they're already there and they just don't understand what needs to be done. There's two different scenarios, but the first thing you need to do is understand the culture. The second thing that you need to do, other than the culture, is understand their their business. You need to know what they do. Of course, you can't know from the outside how they do it, but you need to know that, for instance, if it's an we're working with a company that cleans oil tanks and removes toxins and foul lines from oil and gas industry. And so if you don't understand at all what they do, it's hard to help them through the processes that they need to go through. And so just learning, in general, what their technology, what their business is about. If you walk in there and haven't done that, you're just blowing smoke. In my mind, you know, I do a lot of research on the technologies that they use, or their company in general. I look at their website, I you know, look at their LinkedIn, their social media and so. And then we request information from them in advance of doing a project, so that we know what their org structure looks like. And I think those things are critical before you walk in the door to really understand their business in general.   Michael Hingson ** 44:53 Yeah, and that, by doing that, you also tend to. To gain a lot of credibility, because you come in and demonstrate that you do understand what they're doing, and people respond well to that, I would think   Jan Southern ** 45:10 they do. You know, one of our most interesting projects in my past was the electric company that I mentioned. There was an electric company in Burlington, Vermont that did their own electric generation. We've never looked at anything like that. We're a bank consultant, and so we learned all about how they generated energy with wood chips and the, you know, the different things. And, you know, there were many days that I was out watching the wood chips fall out of a train and into their buckets, where they then transferred them to a yard where they moved the stuff around all the time. So, you know, it was, it's very interesting what you learn along the way. But I had done my homework, and I knew kind of what they did and not how they did it in individual aspects of their own processes, but I understood their industry. And so it was, you do walk in with some credibility, otherwise they're looking at you like, well, what does this person know about my job?   Michael Hingson ** 46:20 And at the same time, have you ever been involved in a situation where you did learn about the company you you went in with some knowledge, you started working with the company, and you made a suggestion about changing a process or doing something that no one had thought of, and it just clicked, and everybody loved it when they thought about it,   Jan Southern ** 46:42 yes, yes, exactly. And probably that electric company was one of those such things. You know, when they hired us, they they told us. We said, We don't know anything about your business. And they said, Good, we don't want you to come in with any preconceived ideas. And so some of the recommendations we made to them. They were, it's kind of like an aha moment. You know, they look at you like, Oh my gosh. I've never thought of that, you know, the same I would say in in banking and in family businesses, you know, they just, they've never thought about doing things in a certain way.   Michael Hingson ** 47:20 Can you tell us a story about one of those times?   Jan Southern ** 47:24 Yes, I would say that if you're, if you're talking about, let's talk about something in the banking industry, where they are. I was working in a bank, and you, you go in, and this was in the days before we had all of the ways to store things electronically. And so they were having a difficult time in keeping all of their documents and in place and knowing when to, you know, put them in a destruction pile and when not to. And so I would say that they had an aha moment when I said, Okay, let's do this. Let's get a bunch of the little colored dots, and you have big dots and small dots. And I said, everything that you put away for 1990 for instance, then you put on a purple dot. And then for January, you have 12 different colors of the little dots that you put in the middle of them. And you can use those things to determine that everything that has a purple dot and little yellow.in the middle of that one, you know that that needs to be destructed. I think in that case, it was seven years, seven years from now, you know that you need to pull that one off the shelf and put it into the pile to be destructed. And they said, we've never thought of anything. It was like I had told him that, you know, the world was going to be struck, to be gone, to begin tomorrow. Yeah, it was so simple to me, but it was something that they had never, ever thought of, and it solved. They had something like five warehouses of stuff, most of which needed to have been destroyed years before, yeah,   Michael Hingson ** 49:21 but still they weren't sure what, and so you gave them a mechanism to do that,   Jan Southern ** 49:27 right? Of course, that's all gone out the window today. You don't have to do all that manual stuff anymore. You're just, you know, I'd say another example of that was people who were when we began the system of digitizing the files, especially loan files in a bank. And this would hold true today as well, in that once you start on a project to digitize the files, there's a tendency to take the old. Files first and digitize those. Well, when you do that, before you get to the end of it, if you have a large project, you don't need those files anymore. So you know, our recommendation is start with your latest. You know, anything that needs to be archived, start with the newest, because by the time that you finish your project, some of those old files you won't even need to digitize, just shred them. Yeah, you know, it's, it's just little simple things like that that can make all the difference.   Michael Hingson ** 50:32 When should a family business start documenting processes? I think I know that's what I thought you'd say,   Jan Southern ** 50:40 yes, yes, that is something that is near and dear to my heart. Is that I would even recommend that you maybe do it before you open your doors, if potential is there, so that the day you open your business, you need to start with your documenting your processes, and you need to start on your succession planning. You know, those are the days that once you really start working, you're not going to have time. You know, you're going to be busy working every day. You're you're going to be busy servicing your customers, and that always gets pushed to the back when you start to document something, and so that's the time do it when you first open your doors.   Michael Hingson ** 51:29 So when we talk about processes, maybe it's a fair question to ask, maybe not. But what are we really talking about when we talk about processes and documenting processes? What are the processes?   Jan Southern ** 51:41 Well, the processes are the things that you do every day. Let's take as an example, just when you set up your your files within your SharePoint, or within your computer, if you don't use SharePoint, your Google files, how you set those up, a process could also be during your accounting, what's the process that you go through to get a invoice approved? You know, when the invoice comes in from the vendor, what do you do with it? You know, who has to approve it? Are there dollar amounts that you have to have approvals for? Or can some people just take in a smaller invoice and pay it without any any approvals? We like to see there be a process where it's approved before you get the invoice from the customer, where it's been approved at the time of the order. And that way it can be processed more more quickly on the backside, to just make sure that it says what the purchase order if you use purchase orders or see what your agreement was. So it's the it's the workflow. There's something that triggers an action, and then, once gets triggered, then what takes place? What's next, what's the next steps? And you just go through each one of the things that has to happen for that invoice to get paid, and the check or wire transfer, or or whatever you use as a payment methodology for it to go out the door. And so, you know what you what you do is you start, there's something that triggers it, and then there's a goal for the end, and then you fill in in the center,   Michael Hingson ** 53:38 and it's, it's, it's a fascinating I hate to use the word process to to listen to all of this, but it makes perfect sense that you should be documenting right from the outset about everything that you do, because it also means that you're establishing a plan so that everyone knows exactly what the expectations are and exactly what it is that needs to be done every step of the way,   Jan Southern ** 54:07 right and and one of the primary reasons for that is we can't anticipate life. You know, maybe our favorite person, Louise, is the only one who's ever done, let's say, you know, payroll processing, or something of that sort. And if something happens and Louise isn't able to come in tomorrow, who's going to do it? You know, without a map, a road map, as to the steps that need to be taken, how's that going to take place? And so that's that's really the critical importance. And when you're writing those processes and procedures, you need to make them so that anybody can walk in off the street, if necessary, and do what Louise was doing and have it done. Properly.   Michael Hingson ** 55:00 Of course, as we know, Louise is just a big complainer anyway. That's right, you said, yeah. Well, once you've made recommendations, and let's say they're put in place, then what do you do to continue supporting a business?   Jan Southern ** 55:20 We check in with them periodically, whatever is appropriate for them and and for the procedures that are there, we make sure that it's working for them, that they're being as prosperous as they want to be, and that our recommendations are working for them. Hopefully they'll allow us to come back in and and most do, and make sure that what we recommended is right and in is working for them, and if so, we make little tweaks with their approvals. And maybe new technology has come in, maybe they've installed a new system. And so then we help them to incorporate our prior recommendations into whatever new they have. And so we try to support them on an ongoing basis, if they're willing to do that, which we have many clients. I think Rob has clients he's been with for ever, since he opened his doors 15 years ago. So   Michael Hingson ** 56:19 of course, the other side of that is, I would assume sometimes you work with companies, you've helped them deal with processes and so on, and then you come back in and you know about technology that that they don't know. And I would assume then that you suggest that, and hopefully they see the value of listening to your wisdom.   Jan Southern ** 56:41 Absolutely, we find that a lot. We also if they've discovered a technology on their own, but need help with recommendations, as far as implementation, we can help them through that as well, and that's one of the reasons I'm taking this class in AI to be able to help our customers move into a realm where it's much more easily implemented if, if they already have the steps that we've put into place, you can feed that into an AI model, and it can make adjustments to what they're doing or make suggestions.   Michael Hingson ** 57:19 Is there any kind of a rule of thumb to to answer this question, how long does it take for a project to to be completed?   Jan Southern ** 57:26 You know, it takes, in all fairness, regardless of the size of the company, I would say that they need to allow six weeks minimum. That's for a small company with a small project, it can take as long as a year or two years, depending upon the number of departments and the number of people that you have to talk to about their processes. But to let's just take an example of a one, one single department in a company is looking at doing one of these processes, then they need to allow at least six weeks to for discovery, for mapping, for their people to become accustomed to the new processes and to make sure that the implementation has been tested and is working and and they're satisfied with everything that that is taking place. Six weeks is a very, very minimum, probably 90 days is a more fair assessment as to how long they should allow for everything to take place.   Michael Hingson ** 58:39 Do you find that, if you are successful with, say, a larger company, when you go in and work with one department and you're able to demonstrate success improvements, or whatever it is that that you define as being successful, that then other departments want to use your services as well?   Jan Southern ** 59:00 Yes, yes, we do. That's a very good point. Is that once you've helped them to help themselves, if you will, once you've helped them through that process, then they recognize the value of that, and we'll move on to another division or another department to do the same thing.   Michael Hingson ** 59:21 Word of mouth counts for a lot,   Jan Southern ** 59:24 doesn't it? Though, I'd say 90% of our business at Ferguson and company comes through referrals. They refer either through a center of influence or a current client who's been very satisfied with the work that we've done for them, and they tell their friends and networking people that you know. Here's somebody that you should use if you're considering this type of a project.   Michael Hingson ** 59:48 Well, if people want to reach out to you and maybe explore using your services in Ferguson services, how do they do that?   Jan Southern ** 59:55 They contact they can. If they want to contact me directly, it's Jan. J, a n, at Ferguson dash alliance.com and that's F, E, R, G, U, S, O, N, Dash alliance.com and they can go to our website, which is the same, which is Ferguson dash alliance.com One thing that's very, very good about our our website is, there's a page that's called resources, and there's a lot of free advice, if you will. There's a lot of materials there that are available to family owned businesses, specifically, but any business could probably benefit from that. And so those are free for you to be able to access and look at, and there's a lot of blog information, free eBook out there, and so that's the best way to reach Ferguson Alliance.   Michael Hingson ** 1:00:52 Well, cool. Well, I hope people will take all of this to heart. You certainly offered a lot of interesting and I would say, very relevant ideas and thoughts about dealing with processes and the importance of having processes. For several years at a company, my wife was in charge of document control and and not only doc control, but also keeping things secure. Of course, having the sense of humor that I have, I pointed out nobody else around the company knew how to read Braille, so what they should really do is put all the documents in Braille, then they'd be protected, but nobody. I was very disappointed. Good idea   Speaker 2 ** 1:01:36 that is good idea that'll keep them safe from everybody. Yeah.   Michael Hingson ** 1:01:39 Well, I want to thank you for being here, and I want to thank to thank all of you for listening today. We've been doing this an hour. How much fun. It is fun. Well, I appreciate it, and love to hear from all of you about today's episode. Please feel free to reach out to me. You can email me at Michael H i@accessibe.com or go to our podcast page. Michael hingson, M, I, C, H, A, E, L, H, I N, G, s, O, n.com/podcast, but wherever you're listening, please give us a five star rating. We value your thoughts and your opinions, and I hope that you'll tell other people about the podcasts as well. This has been an interesting one, and we try to make them all kind of fun and interesting, so please tell others about it. And if anyone out there listening knows of anyone who ought to be a guest, Jan, including you, then please feel free to introduce us to anyone who you think ought to be a guest on unstoppable mindset. Because I believe everyone has a story to tell, and I want to get as many people to have the opportunity to tell their stories as we can. So I hope that you'll all do that and give us reviews and and stick with us. But Jan, again, I want to thank you for being here. This has been a lot of fun.   Jan Southern ** 1:02:51 It has been a lot of fun, and I certainly thank you for inviting me.   Michael Hingson ** 1:03:00 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Join us for a Partner Summit Special episode of The Exit Is Now podcast as Scott Snider welcomes Shina Culberson, President of Quist Valuation. With more than 40 years of experience, Quist specializes exclusively in business valuation and serves as a trusted partner to CEPAs nationwide. In this conversation, Shina explains why valuation is purpose-driven, outlines the different approaches used across the Value Acceleration Methodology, and walks through the process of delivering a certified valuation. She also explores the role of AI in valuation and why judgment, experience, and relationships remain irreplaceable. Whether you are an advisor guiding clients or an owner beginning your exit journey, this episode will deepen your understanding of valuation's critical role.Want to learn more? Go to: https://linktr.ee/theexitplanninginstituteConnect with Scott: https://www.linkedin.com/in/scott-snider-epi/============================================SUBSCRIBE TO THE PODCAST:Apple Podcasts: https://podcasts.apple.com/us/podcast/exit-is-now-plan-accordingly-with-scott-snider/id1663050204Spotify: https://open.spotify.com/show/0iXzdvQN1ApWPOk3rVytFR============================================CONNECT WITH SCOTT ON SOCIAL MEDIA   YouTube: https://www.youtube.com/channel/UC_Eh7TfhJHKRa5uc5R0uRgAFacebook: https://www.facebook.com/Exit-Planning-Institute-608403729259835Website: https://exit-planning-institute.org#ExitPlanningInstitute #ScottSnider #Podcast============================================About Scott:Scott Snider is the President of the Exit Planning Institute (EPI) and the Operating Partner of Snider Premier Growth, a small family investment company.  At EPI, Scott is responsible for the strategic direction of the organization along with overseeing the company's operations and chapter development. Since joining EPI, Scott has expanded the organization regionally, nationally, and globally, providing a transformational educational experience to advisors from all specialties across the globe.Scott Snider is a nationally recognized industry leader, growth specialist, and lifetime entrepreneur.  Two of Snider's biggest talents: market penetration and rapid growth strategies. As the operational and strategic leader of EPI, Snider thrives on helping advisors learn how to educate clients, achieve market distinction, and deliver real results.

Join Fletcher Brown (BEI), Nathan Merrill & Taylor Smith (Goodspeed Merrill), and the ENT crew as they unpack:✅ The 7-step exit planning process✅ Insider vs. outsider transitions✅ Building business value & legacy✅ Emotional readiness for life after ownership

How does Epic's employee stock program work—and what do you need to know about taxes, loans, 83(b) elections, and long-term planning?In this episode of Gimme Some Truth, financial professionals Clint Walkner, Alicia Vande Ven, CFP® (former Epic HR), and Mitch DeWitt, CFP®, break down the complexities of Epic employee stock, including vesting, tax implications, exit planning, and risk management. Whether you're an Epic employee, former staffer, or simply navigating equity compensation, this episode offers structured insight into managing your equity in 2025 and beyond.Check out our new Epic Stock Financial Planning Guidewww.walknercondon.com/epic

Have you ever wondered if golf courses actually make money — or if they're just expensive pieces of land? In this video, I answers a viewer's question about owning and selling a golf course, exploring how property value and business profit interact in the real world. From public and private courses to banquet operations and land development, you'll learn what really drives value in this unique industry. What you'll learn in this video: * Are golf courses profitable businesses or just land investments? * The difference between selling property and selling profit * How weather, seasonality, and debt affect golf course margins * Why private clubs and government courses skew the market * When land value exceeds business value — and what that means for owners * How to plan your exit or sale if you own a golf course -- Chapters 00:00 Intro 02:00 Viewer Question: Property vs. Profit 05:00 Understanding the Golf Course Business Model 07:30 Industry Size & Revenue Breakdown 10:00 Weather, Margins & Seasonality 12:40 Importance of Bars, Catering & Events 15:30 Story: The Failed Investor-Owned Golf Course 19:00 Public vs. Private vs. Government-Owned Courses 23:00 Why Some Golf Courses Lose Money 26:00 Property vs. Profit | What Are You Really Selling? 30:00 How to Value a Golf Course (EBITDA Multiples) 34:00 Real Case Study | Hidden Subsidies & Overhead 38:00 Golf Courses as Land Banks | Myth or Strategy? 42:00 Developer Example | When the Bank Owns the Course 46:00 Seasonality | North vs. South Economics 50:00 Key Takeaways for Golf Course Owners 54:00 Profit, Property & Exit Planning 58:00 Why Passion Can Mislead Golf Investors 01:02:00 Advice for Owners Near Retirement 01:06:00 How to Find Out What Your Golf Course Is Worth -- **** - Join David's email list so you never miss any new videos or important information or insights, RECEIVE 7 FREE GIFTS!!- https://www.DavidCBarnettList.com **** Do Business with David using these incredible internet links... - David's Blog where you can find hundreds of free videos and articles, https://www.DavidCBarnett.com - Book a call with David and let him help you with your project, https://www.CallDavidBarnett.com - Learn how to buy a successful and profitable business in a risk-controlled way https://www.BusinessBuyerAdvantage.com - Get help selling your business, https://www.HowToSellMyOwnBusiness.com - Get better organized in your business, https://www.EasySmallBizSystems.com - Learn to make better cash flow forecasts and write incredibly effective business plans from scratch!, https://www.BizPlanSchool.com - Learn to build an equity asset with insurance! visit https://www.NewBankingSolution.com -Did you sign up for an expensive Merchant Cash Advance for your business and now struggle to make the payments? Find out how you can negotiate your way out at https://www.EndMyMCA.com

Cameron is joined by Nate Collins, founder of Wealth Strategies of Raymond James and Certified Exit Planning Advisor (CEPA), and they discuss the complexities and emotional challenges of selling a business, particularly in the medical aesthetics field. They explore the motivations behind selling, the emotional aftermath, and the importance of planning for life after the sale. Nate shares his personal experiences and insights on the necessity of having a supportive team of advisors to navigate the exit process successfully. The conversation emphasizes the significance of pursuing personal wellbeing and finding purpose beyond financial success, ultimately guiding entrepreneurs to prepare for a fulfilling life post-exit.Exit Planning webinar on November 5: https://www.raymondjames.com/founderwealthstrategies/events/exit-planning-novListen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Selling a business can lead to emotional challenges and regrets.Financial independence does not guarantee personal fulfillment.It's crucial to have a plan for life after selling a business.Building a supportive team of advisors is essential for a successful exit.Pursuing personal wellbeing should start before the exit, not after.Finding purpose beyond financial success is vital for happiness.Many entrepreneurs feel lost after selling their business.Proper exit planning can prevent selling under duress.A successful exit requires aligning personal and business goals.Entrepreneurs should prioritize their health and community involvement.Unlock the Secrets to Success in Medical Aesthetics & Wellness with "Medical Millionaire"Welcome to "Medical Millionaire," the essential podcast for owners and entrepreneurs inMedspas, Plastic Surgery, Dermatology, Cosmetic Dental, and Elective Wellness Practices! Dive deep into marketing strategies, scaling your medical practice, attracting high-end clients, and staying ahead with the latest industry trends. Our episodes are packed with insights from industry leaders to boost revenue, enhance patient satisfaction, and master marketing techniques.Our Host, Cameron Hemphill, has been in Aesthetics for over 10 years and has supported over 1,000 Practices, including 2,300 providers. He has worked with some of the industry's most well-recognized brands, practice owners, and key opinion leaders.Tune in every week to transform your practice into a thriving, profitable venture with expert guidance on the following categories...-Marketing-CRM-Patient Bookings-Industry Trends Backed By Data-EMR's-Finance-Sales-Mindset-Workflow Automation-Technology-Tech Stack-Patient RetentionLearn how to take your Medical Aesthetics Practice from the following stages....-Startup-Growth-Optimize-Exit Inquire Here:http://get.growth99.com/mm/

Join Fletcher Brown (BEI), Nathan Merrill & Taylor Smith (Goodspeed Merrill), and the ENT crew as they unpack:✅ The 7-step exit planning process✅ Insider vs. outsider transitions✅ Building business value & legacy✅ Emotional readiness for life after ownership

Thinking about selling your company someday? Most founders wait until it's too late to prepare their business for a clean, valuable exit.In this episode, I chat with Niraj Shah, M&A Advisor and 5x Founder, about what really makes a company exit-ready. We dig into mindset traps, deal-killers, and the simple actions you can take right now to set up your business for maximum value, whether you sell this year or ten years from now.