Podcasts about succession plan

The true test of leadership is how sustainable your organization becomes. Significance is about helping people thrive beyond you.

The Leafs made a surprise hire by naming Jim Hiller as head coach, a move that aligns with GM Chayka’s analytical approach but raises questions if past relationships with key players factored into the decision. In Vegas, the Golden Knights continued their aggressive organizational approach by moving on from John Tortorella and promoting longtime successor Ryan Craig, while GM Kelly McCrimmon defended the franchise’s win-at-all-costs reputation by pointing to three Stanley Cup Final appearances in just nine seasons. Around the league, trade speculation continues to swirl around Connor Hellebuyck despite Winnipeg not actively shopping the star goaltender. Other potential trade candidates remain a hot topic as well, with Matthew Knies viewed as a highly valuable but unlikely Leafs trade chip, Buffalo facing difficult decisions on Bowen Byram’s future, and Vincent Trocheck once again generating speculation after changing agents and continuing to seek a fresh start away from New York.See omnystudio.com/listener for privacy information.

This episode explores the importance of strategic exit planning for law firm owners. Building a sellable and scalable practice isn't just about the sale, it's about creating a sustainable business that aligns with your life goals. Whether you plan to exit now or in the future, having a clear succession plan can improve overall firm health and profitability.Guest Tom Linfesti discusses his upcoming book, The Exit Blueprint, a practical roadmap for law firm owners to prepare for sale, succession, or legacy transfer. The conversation covers market trends, modern exit strategies, and operational improvements, tools every managing partner should employ.In this episode, you'll learn: Why proactive exit planning is essential for longevity How to build a dealership that appeals to buyers or successors The importance of branding and name value in firm transactions Strategies for delegating and scaling leadership roles How to leverage market data for a successful sale This episode provides actionable insights for law firm owners committed to growth, leadership, and smart exit strategies. It emphasizes that preparing today leads to more options tomorrow. Today's episode is sponsored by The Managing Partners Mastermind. Click here to schedule an interview to see if we're a fit: https://arraydigital.com/the-managing-partners-mastermind/ Chapters (00:00:00) - When Should Law Firm Leaders Start Exit Planning?(00:00:52) - Law Firm Owners: How To Build A Good Company(00:02:35) - Law Firm Exit: Tom Linfesti Discusses the Process(00:04:17) - An Exit Strategy for Law Firms(00:06:23) - The Exit Blueprint: Law Firm Owners' Guide(00:13:37) - Have Law Firm Owners Given Up Control?(00:17:06) - Should I Change the Firm's Name?(00:22:06) - Law Firm Owners: How to Start and Scale a Business(00:27:52) - How to Win at Law?(00:33:52) - The Law Firm Exit Plan(00:36:55) - Tom Flannery(00:38:53) - Back to Business with Tom Flannery

An ESOP (employee stock ownership plan) can be the right succession strategy for a craft brewer. This presentation will offer a detailed look at how an ESOP can enable an owner to receive fair value for transferring ownership while preserving the unique culture and legacy of the business even after the founder steps back. We will demystify the structure and legal aspects of an ESOP, making a complex process more approachable. Attendees will learn about the significant tax advantages both for selling owners and for a craft brewery after becoming ESOP-owned, and how an ESOP enables workers to become owners. The presentation will also provide practical guidance to assess whether an ESOP is feasible for a craft brewer.Alan is a partner in the Employee Benefits & Executive Compensation group at Husch Blackwell LLP.His practice encompasses the gamut of employee benefits law, with a particular focus on ESOP transactions and compliance.Many lawyers play golf. Instead, Alan plays squash and tennis, which provide him with a frequent reminder to keep his day job.

"There's a time when an exit is going to be inevitable — there may not be a time certain, but there is a time." Host Laurie Barkman reunites with Chip Scholz, founder of Scholz and Associates and author of Small Decisions, Big Shifts and the upcoming Handoffs, for a deeply personal and insightful conversation about the hidden leadership mistakes that quietly destroy business succession plans. Chip has spent nearly 30 years coaching executives and family business leaders through some of the most complex transitions in business — and he first met Laurie 13 years ago when she was a CEO candidate in a third-generation family business. Together they explore what great leadership evaluation looks like, why founders hold on too long, how hubris silently collapses delegation and decision-making, and the three stages every leader goes through on the road to retirement. Chip shares what he's learned — and what he's still learning — about the small decisions that ultimately create the biggest shifts.   Key Insights Culture fit is the foundation of every great leadership hire. The best organizations are people-oriented and performance-driven — in that order. When performance leads and people follow, bad things happen. Every hire, especially at the CEO level, should be evaluated through three lenses: strengths, motivations, and fit. Viewing the business as an asset — not a legacy — is what makes a clean exit possible. Founders who treat their company as an asset can make clear-headed decisions about growth, transition, and sale. Those who treat it purely as a legacy often hold on too long, stall the next generation, and turn what was once a strength into a bottleneck. Hubris is the silent killer of succession. When leaders believe they are the only ones who can run the business, delegation collapses, decision-making centralizes, and the organization becomes dependent on one person. Chip has seen companies where no one could spend $100 without CEO approval — and half the leadership team couldn't survive the transition when that CEO finally left. Retirement has three stages — and most founders only plan for the first one. Vacation, depression, and meaning and purpose. The honeymoon phase fades fast. Founders who haven't built outside interests, hobbies, or identity beyond the business hit a wall — and without a plan, depression follows. The goal is to reach meaning and purpose before a crisis forces the issue. Crisis is often the catalyst for transition — but it doesn't have to be. Whether it's a health scare, a lost client, or a market shift, crises force the introspection that should have happened years earlier. Chip advocates for doing that work proactively — in your 50s or early 60s — before external pressure removes your options. A hobby isn't a luxury — it's a succession strategy. Finding something outside the business that gives you purpose, community, and a sense of leadership is one of the most practical things a founder can do to prepare for transition. For Chip, it's woodturning. The point isn't the craft — it's the identity that lives outside the company.   Chapters: 00:00  Introduction of Chip Scholz 02:26  Reconnecting After 13 Years — A Personal Story 03:02  Leadership Evaluation: Strengths, Motivations, and Fit 06:37  Family Business Succession: Common Challenges 07:33  Asset vs. Legacy — The Mindset That Changes Everything 12:16  The Third-Generation Company: A Shared Story 14:04  Phantom Stock and Making 100 People Millionaires 16:00  The Five C's Framework for Leadership 17:42  Why Letting Go Is So Emotionally Hard 18:11   Hubris and Delegation: When Founders Won't Step Back 20:14  The $100 Approval Story 21:50  Why "Retirement" Triggers an Allergic Reaction 22:25  The Three Stages of Retirement 23:34  15 Years Preparing for Retirement — A Coaching Story 24:52  The Real Risk of the Depression Phase 26:44  What Does Retirement Really Mean? 29:33  Finding Purpose Outside Work: Woodturning 30:51  Handoffs — The Upcoming Book 35:02 Three Takeaways for Every Business Owner     Is your business truly ready—and are you? Take the Succession Readiness Assessment to get a clear snapshot of where you stand and what to focus on next. https://btsherpa.com/succession P.S. Most owners don't realize where they stand until they're already in a transition. Take a few minutes now to understand your readiness—and give yourself more options later.   Connect with Laurie Barkman:  Website: https://lauriebarkman.me LinkedIn: in/lauriebarkman YouTube: @LaurieBarkman_BTSherpa   Connect with Chip Scholz: Website: https://scholzandassociates.com LinkedIn: https://www.linkedin.com/in/chipscholz

Hey! Nilay here. It's conference season, so I'm traveling across the country and around the world a lot more than usual. Stay tuned for some very special Decoder episodes we have coming up soon, starting on Monday.  In the meantime, I wanted to share a conversation between my friend Peter Kafka and Condé Nast CEO Roger Lynch on the excellent Channels podcast. Lynch says he's told his teams to assume that traffic will be zero from now on — that's what I've been calling Google Zero. Roger also shares his thoughts on AI, the growing influence of the creator economy, and more. Links:  Channels with Peter Kafka | Apple Podcasts Condé Nast CEO: Plan As If Search Traffic Will Be Zero | Search Engine Journal Sundar Pichai on AI, the future of search, and what's happening to the web | Decoder Google Zero is here — now what? | Decoder Google admits the open web is in ‘rapid decline' | The Verge Credits: Decoder is a production of The Verge and part of the Vox Media Podcast Network. Decoder is produced by Kate Cox and Nick Statt and edited by Ursa Wright. Our editorial director is Kevin McShane.  The Decoder music is by Breakmaster Cylinder. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Most lawyers build their firms to serve clients, not to eventually leave them. But every law firm owner will exit someday, whether by choice, necessity, or life change.  In episode 622 of the Lawyerist Podcast, Zack Glaser talks with Tom Lenfestey, attorney, CPA, and founder of The Law Practice Exchange, about why exit planning should not be treated as something reserved for retirement. Tom explains why succession planning often feels like the end, while exit planning gives firm owners more control over their future, their value, and their next act.  They explore what makes a law firm transferable, why systems and data matter to buyers, and how lawyers can build firms that are worth more than just the owner's name. Tom also breaks down how the market for law firm sales is changing, from private capital to alternative business structures, and why modern buyers are looking closely at financials, intake, marketing, operations, and owner independence.  If you own a law firm, this conversation is a reminder that your firm can be more than a job you built for yourself. With the right planning, it can become an asset, a legacy, and a bridge to whatever comes next.  Links from the episode: https://thelawpracticeexchange.com/  https://a.co/d/05rY2bUe  Listen to our previous episodes on Law Firm Exits & Succession.  #568: How to Build a Law Firm You Can Sell, with Victoria L. Collier Apple | Spotify | LTN  #517: Passing the Torch: Mastering the Art of Succession, with Carol Bertsch & Brennen Boze Apple | Spotify | LTN  #369: Selling Your Practice, with Tom Lenfestey Apple | Spotify | LTN  #326: A Succession Plan for Your Law Practice, with Tom Lenfestey Apple | Spotify | LTN  Have thoughts about today's episode? Join the conversation on LinkedIn, Facebook, Instagram, and X!   If today's podcast resonates with you and you haven't read The Small Firm Roadmap Revisited yet, get the first chapter right now for free! Looking for help beyond the book? See if our coaching community is right for you.   Access more resources from Lawyerist at lawyerist.com.   Chapters / Timestamps:  00:00 – Introduction  01:00 – Why Succession Planning Feels Like the End  02:15 – Identity, Second Acts & Life After Practice  05:00 – Meet Tom Lenfestey  06:35 – Does a Law Firm Have Value Beyond the Owner?  07:45 – Why Tom Started The Law Practice Exchange  10:45 – Creating a Marketplace for Law Firm Sales  12:55 – When to Start Planning Your Exit  13:55 – Why Exit Planning Belongs in Your Strategic Plan  15:45 – Why Time Is Your Biggest Advantage  16:05 – Building a Firm with Exit in Mind  17:30 – Why The Exit Blueprint Matters Now  20:40 – What Law Firm Owners Need to Know Before Selling  22:45 – Private Capital, ABS & New Buyer Models  25:20 – What Sophisticated Buyers Want to See  27:15 – Why Data and Systems Create Transferable Value  29:00 – When Succession Planning Goes Wrong  31:20 – Why Internal Successors May Not Be Buyers  33:00 – Exit Strategy vs. Retirement Planning  36:50 – Keeping Your Options Open After Exit  38:50 – Where to Find The Exit Blueprint 

ALEXANDRIA SEYDEL from Ripples Edge Advisors shares expert strategies on “getting the business ready to sell.” We focus on exit planning and getting the most value out of the transaction. Discover how early planning, owner mindset, and strategic positioning can lead to successful exits and satisfied owners. https://youtu.be/8OwhCRCBZl4 https://open.spotify.com/episode/2qawd64OYzljBvU9xqS8df?si=1Xvv2OUFSbeBtUDeJGTMXg KEY TOPICS Early exit planning and owner mindset,Getting the business ready for sale and transfer.Risk assessment and deal readiness.Owner satisfaction and post-sale happiness.Capital raising and growth strategies. SOUND BITES for “GETTING THE BUSINESS READY TO SELL” “Getting clear on owner success is crucial.”“Start exit planning 2-5 years in advance.”“Family dynamics can be deal breakers.” Chapters 00:00 Navigating Business Exits: An Introduction.02:57 Understanding Owner Satisfaction Post-Sale..05:55 Preparing for Sale: The Importance of Readiness.09:00 Building a Succession Plan for Business Continuity.11:49 Assessing Business Value: The Exit Readiness Assessment.15:08 Evaluating Growth Opportunities and Capital Needs.17:58 Cash vs. Equity: Making Informed Decisions.21:03 Finding the Right Buyers: The Role of Advisors.24:08 Addressing Family Dynamics in Business Sales.26:59 Checklist for Business Owners Considering Sale. RESOURCES Ripples Edge Advisors – https://ripplesedgeadvisors.com/ GUEST LINKS LinkedIn – https://www.linkedin.com/in/alexandriaseydel/ QSBS For Founders – https://frazerrice.com/qsbs-for-founders/ TRANSCRIPT Frazer RiceWelcome aboard, Alex. Alexandria SeydelHi Frazer, so nice to be here. Thank you for having me. Frazer RiceThank you for being on. We’re at a time now with the economy where it feels like it’s roaring. Valuations on things are going up, up, up. And people who have founded businesses are exploring their options. That’s kind of where you step in with your firm Ripple’s Edge Advisors. Talk to us about what you do to help founders get ready. Not only in understanding what they have in their own business. How to go through the daunting process of exploring their options. Getting their business bulletproof for when people start looking under the hood. Alexandria SeydelAbsolutely. My background is as an M&A attorney, so I came from the deal side. My co-founder is an operator — she actually knows how to run the businesses. It’s a very good duo. I think like a buyer, first and foremost. That’s how I was trained. So how we help business owners now is we jump in two to five years before exit. We’re trying to solve a problem still being missed by most of the industry. Brokers and bankers know how to get deals done, create auctions, create demand, and sell for high prices. That’s all great. But the gap I was seeing was the need to jump in with the owner before that process. Getting clear on what’s a win for them. There are some startling stats about owner dissatisfaction post-sale. Some surveys show 70 to 80% of owners are dissatisfied after selling. I’d argue that’s not because they sold — it’s because they sold to the wrong person in the wrong way. So it’s the who and the how. Jumping in with them earlier. Before we go to market, Before we start talking multiples and financials. Getting with the owner and doing the work on what a win looks like for them. What do they care about in the process? When they think about their life through this deal and post-deal, what do they want to feel and see? How do they want to operate on an average Tuesday. Yes, after all the cool vacations with all the freedom and the new chapter. After that, what do you want to be doing? And when you look back at that beautiful business you built and then sold, what do you want to see in it? Is it that client service remains the same? Is it that the ethos of the company remains the same? Or is it simply: “Alex, I’m satisfied with the biggest wire at closing we can get, and I’ll be a happy camper moving on to the next phase of life.” Really getting with that owner earlier to get clear on that — what’s a win for them and what’s a win for their business — that’s where we start. Then we begin implementing and helping them build those exit strategies from there. We believe that foundational vision and values work is really going to help bring down that dissatisfaction number. So now we’re building an exit that feels right for the owner, right for the business, and helps them feel good about that transaction. Frazer RiceFrom the estate planning and tax planning side of things, I totally agree that the earlier you start, the more tools you have at your disposal and the better it turns out. I did a piece on pre-exit planning — really engineering what your calendar is going to look like a year after the sale. And I see a lot of dissatisfaction with people who sell and then lose purpose, or aren’t quite equipped to deal with their lower participation in the thing they built, the baby they helped give birth to. They end up unmoored, and that’s part of the depression they sometimes feel if they haven’t really gamed it out and thought through how to replace the structure and the drive it took to build something. It sounds like we’re saying the same thing from slightly different angles. Alexandria SeydelTotally, absolutely. On your side, you’re such a critical part of the team when we start this process. One of the first two questions we ask every client is: who’s your wealth advisor, and who is your tax strategist? Hopefully they’re already in communication, but if they aren’t — you’re looking at the personal side, focused on what the family structure looks like financially, the tax strategies and planning that we know has to happen. And because you’re doing this work — which not all advisors do — you’re getting really clear on the personal side. I’m coming at it from the business balance sheet and business trajectory; you’re coming from the personal side. They work well together. I like to jump in early with the other advisors working with these owners to get really clear, because not only do we know there are structural and strategic things we need to put in place years in advance, but we also need to get clear on what’s a win for them personally and business-wise. Frazer RiceOne of the things you mentioned is the idea of getting the business ready to be sold. I’m fast-forwarding to the concept of getting it Sarbanes-Oxley ready in case a public company wants to buy it — so it can slot neatly into a balance sheet. But that’s really shorthand for saying things are professionally managed: bookkeeping, process, accounts receivable, accounts payable — all formally documented. So that when a buyer starts looking under the hood, they don’t start applying discounts for things they’ll have to fix later. Is that part of what you do? Alexandria SeydelExactly. Being trained as a lawyer on the buy side, my goal — usually at the 11th hour — was to advise my client, the buyer, on risk. And to assess whether the purchase price offered in the letter of intent actually held up once we looked under the hood. The best part of my job now — and way more fun — is that instead of just identifying risk and applying discounts (because almost every deal goes through some form of repricing), I’m jumping in with the sellers and owners hopefully a year or two in advance. We find things a buyer is going to see as a risk, things that would prompt a reprice, and we now have the opportunity to make those things shinier. So that when the buyer looks under the hood, the high end of the multiple range is validated. It’s not just the financials the purchase price is based on — it’s all the other things buyers care about: the people, the processes. Is this a truly transferable asset they can step into, run, and grow? Another big thing we work on is owner dependence. Most owners think the business doesn’t depend on them, but there are often significant opportunities to continue reducing that dependence — so that a buyer sees this as a true transferable asset they can step into and grow. Frazer RiceI imagine there are a couple of come-to-Jesus discussions where you have to tell the owner their revenue is too dependent on them personally. On one end of the spectrum, think of a law firm where business comes in because people think you’re a great lawyer — that doesn’t transfer cleanly. You want the recurring revenue to come from somewhere else. That’s one issue I’m sure you have to sit someone down and address. The five-year runway is helpful there — it gives you time to build in a succession plan, not just for the sale, but operationally, so that value still sits in the business whether you’re there or not. The second thing I find interesting is where you sit somebody down and say: this would look a lot better if you took less money out of the business. If we can put that back into EBITDA, then when a buyer starts applying multiples, they’re multiplying against something bigger rather than against a number deflated by, say, buying a boat. Do you get into that conversation? Alexandria SeydelYes, we do, and we take a cursory look at that fairly quickly. Then we bring in support if needed — whether that’s on the accounting side, how money flows through the business to affect the bottom line and create the story. Every buyer wants at least three years of financials; we want that growth story to look strong, and we want to start building it now. If we need to bring in a fractional controller or a fractional CFO depending on the size and sophistication of the business, that’s something we pull in right away. On your first point — we actually have an architect client right now at exactly that phase. He has a right-hand woman architect who’s been with him for over ten years, and he wants her to have the opportunity to step into the business. He also has a son who’s an architect and wants the same opportunity for him. So we’re building a succession plan. And one of the first problems we addressed was that he’s still driving almost all of the top-line revenue — nearly all the business development runs through him. So we’re asking: when does this right-hand woman get involved in the sales process? What percentage of meetings is she in? What is she bringing in herself? His timeline is five to seven years, so we have time to build this out — continuing to train her, continuing to elevate her and others in the business who can drive relationships and sustain that revenue flow, the recurring revenue that comes from major referral partners and developers giving him large contracts. And on the equity side: what’s the incentive plan? How do we get her aligned with the goals of the business so she genuinely wants to take ownership, both literally and figuratively? We’re building an equity incentive plan with her. On the process and sales side, we’re setting goals — she’s in a certain percentage of meetings by year-end, driving a certain percentage of revenue. We’re helping him set those goals and build a plan to execute on them. Frazer RiceAnd all of that also sets up a longer-term exit — maybe selling the practice to a larger architectural firm or a private equity-backed platform down the line. Alexandria SeydelExactly. And on a slightly longer timeline, all of that work makes the business more efficient operationally and more attractive as a potential sale — whether that’s to those two individuals in a succession plan or to an outside buyer. Frazer RiceWhat happens when a business comes to you and maybe the brand is well respected and things look good from the outside, but there’s decay underneath? They come to you and say they’re ready to sell, but when you look at it, the dollar signs in their eyes are based on something that existed a long time ago and has since been left to deteriorate. What do you do in that situation? Alexandria SeydelWe start with what we call an Exit Readiness Assessment — it’s a 90-minute virtual session that pulls you out of your inbox, out of the fires you’re fighting every day, and lets you step back and look at every dimension of your business through the lens of what a buyer is going to assess. It produces a readiness score and tranches everything into three buckets: value adds (greater multiple), value detractors (reduction in sale price), and deal killers — things like accounting or legal issues so significant that a buyer doesn’t just reprice, they walk away entirely. That assessment becomes the foundation for a roadmap: what are the most important things to fix, and in what order? We all have limited time, energy, and capital. The triage framework helps you apply those resources to the things that actually move the needle. And yes, there is often a come-to-Jesus moment. Sometimes an owner comes in burned out — they just want to hand over the keys. We want to avoid that situation, but if you get there proactively rather than reactively, if you’ve already done the work with advisors like Frazer and like us to put systems, people, and processes in place, your readiness score is in much better shape. If you haven’t done that work, it requires a harder conversation — what do you want out of this? What are your goals? And what can we realistically accomplish in what period of time? Frazer RiceWhat about founders who want to grow and are looking for outside capital, but want to stay involved? How do you think about sourcing that capital and making sure the partners are the right fit? Alexandria SeydelWe have several clients right now raising seed rounds, and one working through whether to raise a Series A. I think that discussion has to be framed, at least in part, through the exit lens. There’s a lot of pressure right now — especially in AI or capital-hungry industries — to raise the big splashy Series A, make the oversubscribed round LinkedIn post. Great, I’m all for it if you actually need that capital. But there’s a lot to consider first: are these the right partners? What limitations does this put on your exit pathway? I have one client who has a really nice business growing at a solid clip — I think it could exit in the $20 million range in the next year or two, and he’s still the primary owner. He’s feeling pressure from his industry where raising a big Series A is the norm. I asked him what he wants to be doing in two years. His answer was surfing in Portugal. If you raise a Series A right now, you are not surfing in Portugal in two years. So with that in mind, is this the business you want to keep growing? Are you ready to bring in people who have real influence over how you sell, who you sell to, and for how much? Your timeline gets extended and your decision-making authority gets diluted. Maybe the Series A is right because you need the capital to grow — but even then, does it have to be a $50 or $100 million round? Could it be $10 million? Even the size of the round affects the cap table, the governance, and ultimately the exit. Frazer RiceHave you had the difficult situation where someone is presented with an offer that mixes cash and stock in the acquiring company — and you’re looking at it thinking maybe they should push for all cash, or maybe they should walk away entirely? Alexandria SeydelYes, and I’m very comfortable in that conversation. My advice almost always starts the same way: get as much cash at close as possible. Reduce the earnout tranche. A lot of deals come in structured across three buckets — cash at close, earnout, and rollover equity in the buyer. I’ve seen deals close where five years later that rollover equity is worth zero. So I walk every owner through this exercise: if the earnout and the rollover equity both go to zero, are you completely comfortable walking away with just the cash at close? If that feels okay, then we can dial those other numbers however we need. If it doesn’t feel okay, then we need to ask harder questions — do we need to grow more first? Do we need to negotiate different terms? Do we have multiple LOIs with different structures we can compare? The institutional buyers will always tell you the rollover equity is going to 10x. Always. And as the lawyer, I used to be delivering that reality check at the 11th hour when it was almost too late. Now that I get to work with owners before that process, I can prime them early: rollover equity, in our minds, is always worth zero unless proven otherwise. If it 10x’s, that’s the cherry on top — incredible. But don’t build your retirement plan around it. Frazer RiceAre you part of the process of generating buyer interest? I imagine it’s often industry-specific — there are people who understand the space and know the players. But how do you get a few LOIs on the table so it doesn’t become a fire sale? Alexandria SeydelWe consciously made the decision not to become brokers or registered broker-dealers, for two reasons. One, I want to stay fully aligned with the owner’s actual goals. This has happened: we started working with a woman, began building up her people and processes, and 18 months later she said, “Wait — I actually have more freedom now. I’m operating at a higher level because the business is starting to run without me.” The work we were doing to prepare for a sale also just made the business more enjoyable to run. She decided to grow for another year or two instead. Because our compensation isn’t tied to a success fee at closing, we can fully support that decision. Two, deal brokers and investment bankers are often highly industry-specific. A banker who knows your manufacturing sector deeply is going to be more effective in market than we would be. So we refer our clients to multiple specialists in their industry, help them assess fit, and — because I’m trained in reviewing those contracts — help them understand what they’re actually agreeing to in the engagement letter. Then once that team goes to market, we stay on the owner’s shoulder throughout the process. My consistent message: fit matters. Trust your gut. If this buyer doesn’t feel right, honor that, and let’s figure it out before we’re at the closing table. Frazer RiceHow do you tell a founder or family-owned business that the family dynamics are a value detractor? If there’s conflict — someone looking for income while others want to grow, every decision a fight — I imagine buyers pick up on that quickly. Alexandria SeydelIt starts with being human first. Understanding the people behind the business, understanding the family dynamics. A lot of M&A professionals have no interest in going there. My co-founder Kim Wozny and I both actually like that part. We like knowing the people, understanding the dynamics, understanding when someone has a mental block around part of their business because of a fear mindset, or when pressure from a family member is pulling them in a direction they don’t want to go. Being willing to dig into that — as a third-party neutral advisor working for the founders first — is part of what we do. And on the process side, if you have four siblings who own a second-generation business and three want to grow while one wants to sell, how do you show that fourth person that now isn’t the right time? You give them more information, more context, more understanding. And where necessary, you wrap enough process and procedure around that situation so that a buyer can see that this one person being out of alignment doesn’t constitute a major risk to the business. Frazer RiceDon’t give the buyer a reason to say no or pay less. If you can batten that down ahead of time, it’s worth it. As we wind down — what’s a short checklist for founders who are thinking about selling? What are the first steps to assess their readiness? Alexandria SeydelFirst and foremost: it’s never too early to start thinking about it. Even just getting clarity on your personal vision — what you want out of this — helps direct major business decisions as you grow. We have two clients right now considering joint ventures. One is actually moving forward with a new 50/50 partner; the other decided against it. They’re on very different exit timelines, and those exit pathways are a large part of why a joint venture may or may not be the right choice for each of them. I’m always happy to just talk to founders about how they’re thinking about this, even without any formal engagement. I want more owners thinking about exit earlier — it only does them a massive service. And one practical exercise I love: the Europe Test. Imagine you’re going to Europe for three weeks, somewhere with no cell reception. Who calls you first? What processes break? What sits in your inbox undone? It’s a more fun version of the “hit by a bus” question — and it’s a really useful early diagnostic for where the business still depends too heavily on you. Start uncovering those things now, so you have the time and runway to fix them. Frazer RiceTerrific stuff. Alex, how do people find you and your firm? Alexandria SeydelI’m Alexandria Seydel — last name spelled S-E-Y-D-E-L. You can find me on LinkedIn, where I’m active all the time, or look up Ripple’s Edge Advisors. Reach out via email or LinkedIn message. Even if you’re just starting to think about it, I love having that conversation. Frazer RicePerfect — that will all be in the show notes. Thank you for being on. Alexandria SeydelThank you, Frazer. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ ALTERNATE TITLES The 5-Year Exit Strategy Blueprint: Preparing Your Business for Sale Getting The Business Ready to Sell How to Maximize Business Value Before Selling KEYWORDS (GETTING THE BUSINESS READY TO SELL) business exit planning, M&A, business valuation, succession planning, sale readiness, owner dissatisfaction, deal structuring, growth strategies, capital raising, exit readiness assessment, getting the business ready to sell,

Most families don't lose the farm because of bad markets—they lose it because relationships fall apart during the transfer. But Hayden and Sheree Ballinger are building something different. On their 230-hectare dairy farm in Victoria, Australia, they've found a way to honor parents, preserve sibling relationships, and create a model for multi-generational living that actually brings the family closer together. In this episode, we unpack how they structured the transfer of their family farm, why proactive stewardship matters, and what it looks like to protect both the assets and the relationships. They didn't just inherit land - they stewarded a legacy of peace. To see how they did it (and how you can too) watch this episode. AW Bootcamp: Aug 21-23 Please partner with us in inspiring and equipping multi-gen families at https://abrahamswallet.com/support AW website Apple Podcasts Spotify YouTube Facebook LinkedIn Instagram Chapters (00:00:00) - How To Ruin Your Family's Money(00:00:38) - How a Dad Passed Down His Family's Wealth to His Son(00:02:24) - Proverbs 13:22(00:09:47) - Interviewing The Ballingers(00:10:37) - Storyform(00:11:32) - How a farmer runs a dairy farm(00:14:29) - Growing up on the farm: Hayden's story(00:17:02) - The process of succession on the farm(00:23:37) - One Woman's Succession Plan for the Farm(00:30:53) - The Irrational Farm Succession(00:33:24) - The Dreaded Daughter In Law(00:39:06) - A Love Letter From An Australian(00:40:13) - The Ballinger's Will

Rui Morais, CEO of Dis-Chem Pharmacies and prior to that, the youngest CFO of a listed company in South Africa, sits down with Debbie Goodman to discuss the real story behind Dis-Chem's much-misreported restructure, and why it's actually a signal of bold ambition, not downsizing. With 200 new roles being created alongside the reorganisation, Rui explains how Dis-Chem is evolving from a retail pharmacy into South Africa's healthcare authority, backed by an innovation hub, strategic partnerships, and a board deeply aligned on purpose.  The conversation goes behind the scenes of one of the most publicly scrutinized CEO successions in South African corporate history, exploring the unexpected tension, identity shifts, and emotional complexity that no governance framework fully prepares you for. Throughout, Rui emerges as a leader who is deeply purposeful, refreshingly candid, and unafraid to swing for the fences. Follow Debbie on LinkedIn here Follow Rui on LinkedIn here On Work and Revolution podcast exposes the real forces reshaping leadership, talent, and the future of work. Hosted by Debbie Goodman - CEO of Jack Hammer Global, a top executive search firm, author, advisor, and speaker - this podcast dives into bold ideas and honest conversations with CEO's reshaping today's workplaces and redefining what great leadership looks like. If you're a CEO, founder, or changemaker hungry for real insight into workplace trends, hiring strategy, and organizational transformation, this is your space to listen, learn, and lead differently. ✦ Explore more insights, guest details, and episode transcripts at: jhammerglobal.com✦ Follow Debbie on LinkedIn | YouTube ✦ Subscribe, share, and spark your own work revolution.

Mike and Abe discuss how the Falcons' early schedule might create a natural window for Michael Penix Jr. to eventually step in for Kirk Cousins. They also catch up with Grant McAuley to analyze the Braves' rotation depth and Ronald Acuña Jr.'s recovery progress. The segment wraps up with a look at the PGA Championship leaderboard and a debate over the cost of aerial banner advertising. 01:20 - Abe Gordon Joins 02:48 - Falcons QB Successor Plan 07:40 - Falcons Schedule Skits 12:50 - Braves Rotation Analysis 17:40 - Ronald Acuña Jr. Return 25:30 - Traffic Report 30:40 - Falcons Marketing Debate 36:55 - PGA Championship Update

Josh Elliott-Wolfe and Lina Setaghian host The People's Show, breaking down the newest development around Ryan Johnson potentially being the next General Manager of the Vancouver Canucks. They talk about the last 24 hours revolving around him and Evan Gold, what to look forward to and any concerns around the hire while continuing to break down your texts. This podcast is produced by Arash Memarzadeh and Elan Chark.The views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

In this episode of the Next Gen Podcast with Erin Anderson and Kellan Heavican, Dwight Mogler and Janaye Metzger, Iowa pork producers, share how their family operation has evolved from a traditional family farm into a professionally managed business. They break down how they approach management transitions, hiring and interviewing family members, and why HR systems and clear accountability matter just as much as production decisions. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Andrew Mirolli was this week's guest on Success Profiles Radio. He is a Certified Exit Planning Advisor (CEPA) and is the Vice President and co-founder of buyAUM.com. He specializes in helping RIA owners managing $100m-$700m+ navigate the human side of succession planning. He is also skilled at bringing complicated M&A deals to a desirable conclusion. We talked about how your first business is not necessarily your greatest hit, his current business of matchmaking people who want to buy and sell financial advisory practices, how you should pick the niche you serve, and the importance of relationship building in business. In addition, we talked about using cold calling and referrals to build a business, why businesses should have a solid succession plan, what has to be in place in order to sell your business, and how to properly value your business for sale. Finally, we discussed how to vet potential buyers for your business, what to do if your financial advisor is retiring, developing mental toughness, and his best advice for young entrepreneurs. You can follow and listen to Success Profiles Radio on Apple Podcasts/iTunes, Spotify, Amazon, Audible, Heart Radio, and at Success Profiles Radio | Live Internet Talk Radio | Best Shows Podcasts You can learn more about Andrew and his work at www.buyAUM.com

Send us Fan MailNonprofit succession planning strategy isn't just a governance exercise—it's a core risk management function that directly impacts mission delivery.  Joan Brown (Third Sector Company) and Erick Seelbach break down how nonprofits can proactively prepare for leadership transitions without creating fear or disruption.Too often, succession planning is treated as a reactive process—something triggered by a resignation or crisis. But as Joan explains, “A succession plan is a set of shared understandings and activities…that ensures we have the right people in the right places to deliver on our mission.” When embedded into organizational culture, succession planning becomes a stabilizing force—not a threatening one.This important convo draws a clear distinction between succession planning and transition planning—two concepts frequently confused but critically different. Succession planning focuses on long-term leadership continuity across the organization, while transition planning addresses the tactical steps when a specific role changes hands.The reality is sobering: fewer than 35% of nonprofits have a formal succession plan, and only 13% have plans for board leadership. At the same time, 86% of executive directors report they would leave for better professional development opportunities. That combination creates significant organizational vulnerability.Erick emphasizes the importance of shifting mindset: “We make better decisions when we're not in the emotional response to a crisis.” By integrating succession planning into performance reviews, strategic planning, and talent development, nonprofits can reduce risk while strengthening retention.Key takeaways include:Why succession planning should be position-based, not person-basedHow to build an emergency leadership plan immediatelyThe role of professional development in retaining top talentHow to align succession planning with strategic goalsThis is not about replacing people—it's about protecting your mission! 00:00:00 Introduction to Succession Planning 00:02:00 What Is a Nonprofit Succession Plan? 00:03:15 Should Succession Planning Be Transparent? 00:04:40 Position-Based vs Person-Based Planning 00:06:00 Overcoming Fear in Leadership Planning 00:07:00 Succession Planning as Risk Management 00:09:10 Succession vs Transition Planning Explained 00:10:30 Building Transition Plans for Every Role 00:12:00 Connecting Talent Development to Succession 00:14:00 Why Leaders Leave: The Professional Development Gap 00:16:00 What Goes Inside a Succession Plan 00:20:00 How to Start Without Overwhelming Your Team 00:24:00 Emergency Planning and Interim Leadership Find us Live daily on YouTube!Find us  Live daily on LinkedIn!Find us Live daily on X: @Nonprofit_ShowOur national co-hosts and amazing guests discuss management, money and missions of nonprofits!  12:30pm ET   11:30am CT  10:30am MT  9:30am PTSend us your ideas for Show Guests or Topics: HelpDesk@AmericanNonprofitAcademy.comVisit us on the web:The Nonprofit Show

Josh Elliott-Wolfe hosts The People's Show, directly after the Blue Jays win over the Dodgers, breaking down the game before heading into talks around the Canucks denying the Predators the permission to talk to Ryan Johnson. The show dissects whether the Canucks should stay with familiar names or aim for something a little more different when looking at the future of the franchise. They run The People's Mock Draft, with the Canucks having some much better draft luck this time around. This podcast is produced by Arash Memarzadeh and Elan Chark.The views and opinions expressed in this podcast are those of the hosts and guests and do not necessarily reflect the position of Rogers Media Inc. or any affiliate.

The Drive explained how the Chiefs need to find a young TE to be the heir apparent to Kelce, the way Jensen appears to be for Salvy.

Raiders owner Mark Davis set up a succession plan — and everyone lost their minds. Scott Gulbransen breaks down what the Egon Durban deal actually means, why it's responsible ownership planning and not a fire sale, and what it means for the rebuild under Spytek and Kubiak. Plus: Maxx Crosby is back and all in. Silver and Black Today, powered by Sportsnaut. Chapters: 0:00 — Intro: Raider Nation, take a breath 0:50 — What the ESPN report actually said 1:53 — The two camps reacting to the news 3:07 — Why this is responsible planning, not a sell signal 4:23 — The Florio hot take and Scott's pushback 5:21 — Who is Egon Durban? 6:51 — The context everyone's ignoring: Carol Davis & Mark's growing stake 8:22 — What this means for the on-field rebuild 10:12 — Final take: Davis isn't selling, period 11:55 — The real story: No. 1 pick, Spytek, Kubiak 12:23 — Maxx Crosby update: not going anywhere 14:45 — Pump the brakes on Super Bowl talk 15:10 — Outro: Follow Silver and Black Today / Sportsnaut To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

While rumors swirl about the future of Self at Kansas, The Drive wondered what the succession plan is for the next head coach at Kansas.

Brad Templin, COO at Scott's U-Save Tires & Auto Repair, discusses his journey into second generation shop ownership and what the transition looked like taking over his family's business. He shares why he chose not to take the easy path back into the industry, the importance of proper succession planning, and why owners must continue growing themselves to help their business and people reach their full potential.Watch the video podcast on YouTubeAbout the EpisodeHost: Jay Goninen, WrenchWay, jayg@wrenchway.comGuest: Brad Templin, Scott's U-Save Tires & Auto Repair, bradw@scottsusave.comLinks & ResourcesGet notified of new episodes --> Join our email listEpisode Sponsor: Jasper Engines & TransmissionsJoin the ASE Connects CommunityASE Connects brings shops, dealerships, and schools together in one structured network to strengthen the technician pipeline. By making it easier to connect, collaborate, and support students through job shadows, internships, and classroom engagement, ASE Connects helps schools build stronger programs and helps shops develop a more consistent, local source of future technicians. Learn more:ASE Connects Memberships for Shops & DealersASE Connects Memberships for Schools (Free!)Connect with us on social: Facebook Instagram X LinkedIn YouTube TikTok

Are you into trivia? Calling all connoisseurs of the cryptic to the only quiz played live, all around Australia. Join the host of Nightlife Philip Clark for The Mighty Challenge!   

The mates discuss the accelerating path toward a singularity and unveil their "Solve Everything" paper.  Read the Solve Everything Paper: https://solveeverything.org/  Get notified once we go live during Abundance360: https://www.abundance360.com/livestream  Get access to metatrends 10+ years before anyone else - https://qr.diamandis.com/metatrends   Peter H. Diamandis, MD, is the Founder of XPRIZE, Singularity University, ZeroG, and A360 Salim Ismail is the founder of OpenExO Dave Blundin is the founder & GP of Link Ventures Dr. Alexander Wissner-Gross is a computer scientist and founder of Reified – My companies: Apply to Dave's and my new fund:https://qr.diamandis.com/linkventureslanding      Go to Blitzy to book a free demo and start building today: https://qr.diamandis.com/blitzy   _ Connect with Peter: X Instagram Connect with Dave: X LinkedIn Connect with Salim: X Join Salim's Workshop to build your ExO  Connect with Alex Website LinkedIn X Email: alexwg@alexwg.org Substack  Spotify Threads Youtube Listen to MOONSHOTS: Apple YouTube – *Recorded on February 10th, 2026 Learn more about your ad choices. Visit megaphone.fm/adchoices

With Bill Self out tonight, The Drive wondered if whenever Bill Self retires if the next coach is Kansas assistant Jacque Vaughn is the next head coach.

Linchpin succession plan. Stats that influence programming. Pacing for interval workouts. Would I go back & change original Linchpin workouts? Things I miss about my time in the Navy. No pull-up bar, what should I do? How long does programming take? Barbell complexes. Difference between the Linchpin Tests & the monthly Tests?

The Information's Co-Executive Editor Martin Peers talks with TITV Host Akash Pasricha about Netflix's controversial $82.7 billion acquisition of Warner Brothers Discovery and why he calls it "the stupidest deal." We also talk with The Information's Aaron Tilley about Apple's executive turnover and who is on the short list to succeed CEO Tim Cook, and reporter Jemima McEvoy breaks down her deep dive on Broadcom CEO Hock Tan and the company's emergence as NVIDIA's most credible challenger in AI chips. Then, Editor-in-Chief Jessica Lessin and Managing Editor Laura Mandaro get into the escalating OpenAI-Google rivalry and the state of venture capital. Lastly, we speak with Dude Perfect CEO Andrew Yaffe about how the YouTube brand is building a truly scalable media business.Articles discussed on this episode: https://www.theinformation.com/articles/netflixs-warner-purchase-82-7-billion-blunderhttps://www.theinformation.com/articles/silicon-valley-buzzing-apple-ceo-successionhttps://www.theinformation.com/articles/diamonds-turds-hock-tan-turned-broadcom-ai-juggernauthttps://www.theinformation.com/articles/amodeis-advantage-altman-comes-viewTITV airs on YouTube, X and LinkedIn at 10AM PT / 1PM ET. Or check us out wherever you get your podcasts.Subscribe to: - The Information on YouTube: https://www.youtube.com/@theinformation- The Information: https://www.theinformation.com/subscribe_hSign up for the AI Agenda newsletter: https://www.theinformation.com/features/ai-agenda

Your more interesting friends talk about adapting to the facts on the ground.

The most digitally savvy generation is now falling for online financial scams at a higher clip than their grandparents. After over 14 years of leading Apple and crafting his own path in the long shadow of Steve Jobs, Tim Cook might soon have more time to hike around Yosemite.

How can churches retain emerging adults who are drifting away? A. Allan Martin urges pastors to adopt a mentoring succession plan, prioritizing keychain leadership and relational rapport to empower young adults for vibrant, lasting faith.

In this episode, I sit down with Andrew Martin from Atlas Financial Strategies to talk about creating a succession plan for your fence business — and what happens if you don't have a successor in place. We cover why planning early matters, how to protect your business's value, and key steps to make sure your family and team are prepared. Whether you're just getting started or are looking to grow your fence business, this is an episode you don't want to miss!Watch the live recording here:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://youtube.com/live/HBsU3Fjx3IESubscribe to my YouTube for shorter clips of this episode:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.youtube.com/channel/UCObWyk_pdREnpfoX3Kba-hg⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

Legacy Beyond Wealth is a podcast series by Providend that invites you into the heartfelt, often complex conversations behind legacy planning. In this series, we follow the story of Richard and Eva, successful business owners approaching retirement and transitioning their business to the next generation.After completing their family legacy plan, Richard and Eva now face another major milestone: planning the succession of Richard's $30 million business. In this special bonus episode (Part One) of Legacy Beyond Wealth, we follow Client Adviser Christopher and Business Exit Associate Director Jerome as they work together to lay the foundations for this transition.For Richard, the business is more than a company; it is his life's work. Letting go is not just financial; it is deeply emotional. For Eva, the greatest concern is preserving harmony between their two children. From identifying the right successor to crafting a gradual transition plan, this episode explores how true succession planning protects not only the business but also the family relationships behind it.At Providend, we believe good legacy planning should preserve not just wealth but also relationships. It should offer clarity, not confusion.Listen to the earlier podcast episodes here on legacy planning:Episode 1Episode 2 Episode 3Episode 4Music courtesy of ItsWatR.The voice talents for this episode are Ray and Annette, Client Advisers, voicing Richard and Eva, our CEO, Christopher, voicing as their Client Adviser, and Jerome, voicing as the Business Exit Associate Director, at Providend, the first fee-only wealth advisory firm in Southeast Asia and a leading wealth advisory firm in Asia.The full list of Providend's Money Wisdom podcast episodes from Season 4 can be found here.Did you know that our Providend's Money Wisdom podcast is now available in video format on YouTube? Follow us on our YouTube channel for new episode on Thursday at 8pm.Mentioned in this episode:Download our RetireWell™ eBook Today!Our popular RetireWell™ eBook has been updated! RetireWell™ is a methodology that Providend has developed to design a retirement income plan that will provide you with a safe and reliable stream of income for the rest of your life. Check out the link here to download a complimentary copy of the full eBook today: https://providend.com/publications/#retirewell

Rupert Murdoch paid billions of dollars to three of his children to settle a lawsuit whereby he tried to change the terms of his irrevocable trust so that only one son would be in charge instead of four owning and controlling an equal share.

Creighton coach Greg McDermott joins Matt Norlander from Big East Media Days. (0:15) Life after Ryan Kalkbrenner (2:00) Offensive philosophy (3:00) Depth (3:45) Scrimmage takeaways (4:40) Xs and Os (5:30) How Creighton attacks transfer portal (6:45) Roster talk (9:15) Schedule focus (11:30) Future in coaching To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Is Ukraine seeing an exodus of young men? Why does Russia have veto power over UN resolutions? And would Moscow defend Minsk if Nato allies invoked Article 5 in response to an attack by Belarus?To answer your questions, Lucy Hockings is joined by senior digital journalist Laura Gozzi, and Ukraine correspondent James Waterhouse. The team also discuss US aid, China's role in the conflict, and whether Vladimir Putin is grooming a successor for the top job in the Kremlin. Today's episode is presented by Lucy Hockings. The producers were Laurie Kalus and Julia Webster. The technical producer was Philip Bull. The social producer was Sophie Millward. The executive producer was Lewis Vickers. The series producer is Chris Flynn. The senior news editor is Sam Bonham. Email Ukrainecast@bbc.co.uk with your questions and comments. You can also send us a message or voice note via WhatsApp, Signal or Telegram to +44 330 1239480You can join the Ukrainecast discussion on Newscast's Discord server here: tinyurl.com/ukrainecastdiscord

Giorgio Armani left behind more than fashion when he passed away at 91. His $12 billion empire, absence of direct heirs and a carefully crafted foundation raise essential estate planning lessons that extend beyond celebrity headlines. Kevin Ghassomian, partner at Venable LLP, explains how Armani separated wealth from control, empowered trusted collaborators, and institutionalized his … Read More Read More

In this legal-focused edition of The Rainmaking Podcast, Scott Love speaks with Camille Stell, co-author of Respect: Insights to Attorney Compensation Plans. Together, they explore why compensation is more than just numbers—it's about respect, transparency, and culture. Camille explains how lawyers often interpret pay as a measure of personal value, which can make compensation discussions emotionally charged. She shares insights into the complexities of law firm compensation, including the influence of multiple committees, the challenges of integrating laterals, and generational expectations around transparency. Camille also highlights how compensation strategies shape firm culture, impact collaboration, and affect retention and succession planning. She outlines emerging trends, such as rewarding team contributions, expanding non-equity career paths, and building transparency into comp systems. For law firm leaders, Camille suggests auditing current systems, aligning compensation with strategic goals, and increasing year-round communication to reduce the stress of “comp season.” Her practical guidance helps firms create fairer, more effective plans that balance individual rewards with long-term institutional success. Visit: https://therainmakingpodcast.com/ YouTube: https://youtu.be/8roVK-hYZ48 ---------------------------------------

In this episode of Fearless Family Business, the focus is on succession planning from various perspectives: passing the business to the next generation, selling it to another entity, and everything in between. Adam emphasizes the importance of having a succession plan regardless of the business's current situation and shares key steps to ensure seamless leadership and ownership transitions. Topics covered include placing the right people in the right roles, identifying future leaders early, creating a leadership development pipeline, documenting vision and processes, and creating a timeline for transition. Additionally, the episode highlights the importance of building financial, human, structural, customer, and social capital to enhance the business's value and ensure a smooth and valuable transition.00:00 Introduction to Succession Planning00:34 The Importance of Succession Planning01:14 Steps to Create a Bulletproof Succession Plan03:33 Leadership Succession: Key Steps10:57 Identifying and Developing Future Leaders16:50 Documenting Vision and Values19:01 Defining the Transition Timeline23:11 Ownership Transition Strategies23:47 Building Inherent Value in Your Business26:44 The Five Capitals of Business Value32:21 Summary and Final Thoughts

Learn the most tested and proven succession plan for real estate brokers & team leaders that has helped so many step out of production and/or leadership to start earning passive income from their businesses.

P1956review: Kremlin succession: Colleague Anatol Lieven reports on the as yet unknown succession plan after Putin. More later.

Key Highlights Include:-Why branding is more than a logo - it's a buyer's first impression.-What top-tier buyers look for beyond just AUM and revenue.-The biggest mistake sellers make when announcing a transition.-How to ensure smooth client retention post-sale.-Why advisors should start planning five years out (at least!).-When and how to communicate a deal to clients.-How to segment your book to protect long-term value.As Joe reminds us, “It only takes the littlest quirk for some clients to get the wrong idea” - which is why a human-first, client-aware approach will always outperform a robotic checklist.Learn more about Elite Advisor Successions and download Joe's advisor checklist at www.eliteadvisorsuccessions.com.

Most law firm owners build a business that depends entirely on them—then wonder why no one wants to buy it.  In this episode, we talk with Victoria Collier, founder of Quid Pro Quo, about how to build a firm that's not only profitable, but truly sellable. Victoria shares what she learned selling her own estate planning and elder law firm after 18 years—and how she now helps other lawyers do the same.  You'll learn what buyers actually look for (hint: it's not just revenue), why your firm needs to run without you, and how a shift in mindset can create more freedom and future value. Victoria also shares surprising truths about law firm sales—like the possibility of getting cash upfront—and how AI is quickly becoming a key part of due diligence for buyers and sellers alike.     Listen to our other episodes on the selling your practice:  #369: Selling Your Practice, with Tom Lenfestey Apple | Spotify |  Lawyerist  #326: A Succession Plan for Your Law Practice, with Tom Lenfestey Apple | Spotify | Lawyerist    Have thoughts about today's episode? Join the conversation on LinkedIn, Facebook, Instagram, and X!    If today's podcast resonates with you and you haven't read The Small Firm Roadmap Revisited yet, get the first chapter right now for free! Looking for help beyond the book? See if our coaching community is right for you.    Access more resources from Lawyerist at lawyerist.com.    Chapters/Timestamps:  00:00 - Introduction: The Mindset of a Sellable Law Firm  02:45 - The Dangers of Being the Bottleneck: Why Delegation Matters  06:58 - Lessons from a Successful Firm Sale: What Works and What Doesn't  09:22 - What Buyers Look For: Red Flags and Green Lights in Your Firm  21:52 - Surprising Realities of Selling a Law Firm: Financing and Debt  31:21 - AI's Role in Increasing Your Firm's Value  34:02 - Life After Law: Preparing for Your Next Chapter  36:46 - The Fundamental Mindset Shift: Owning a Business, Not Just a Job  37:50 - Taking the First Steps Toward a Sellable Firm 

In the Best of the White Sox this week, Jon Greenberg of The Athletic joined the Spiegel & Holmes Show to discuss the White Sox's ownership succession plan and his previous reporting on the subject; Score listeners weighed in on the eventual transfer of power from chairman Jerry Reinsdorf to minority owner Justin Ishbia; White Sox senior advisor to pitching Brian Bannister joined Spiegel & Holmes to discuss the organization's pitching infrastructure and a few of its top prospects; Laurence Holmes and Mark Grote discussed the White Sox's ownership succession plan and the Chicago Sports Network reaching a carriage agreement with Comcast; and Nothing Personal podcast host David Samson joined the show to discuss the White Sox's ownership succession plan.

In the Best of the White Sox this week, Jon Greenberg of The Athletic joined the Spiegel & Holmes Show to discuss the White Sox's ownership succession plan and his previous reporting on the subject; Score listeners weighed in on the eventual transfer of power from chairman Jerry Reinsdorf to minority owner Justin Ishbia; White Sox senior advisor to pitching Brian Bannister joined Spiegel & Holmes to discuss the organization's pitching infrastructure and a few of its top prospects; Laurence Holmes and Mark Grote discussed the White Sox's ownership succession plan and the Chicago Sports Network reaching a carriage agreement with Comcast; and Nothing Personal podcast host David Samson joined the show to discuss the White Sox's ownership succession plan.

In the Best of the White Sox this week, Jon Greenberg of The Athletic joined the Spiegel & Holmes Show to discuss the White Sox's ownership succession plan and his previous reporting on the subject; Score listeners weighed in on the eventual transfer of power from chairman Jerry Reinsdorf to minority owner Justin Ishbia; White Sox senior advisor to pitching Brian Bannister joined Spiegel & Holmes to discuss the organization's pitching infrastructure and a few of its top prospects; Laurence Holmes and Mark Grote discussed the White Sox's ownership succession plan and the Chicago Sports Network reaching a carriage agreement with Comcast; and Nothing Personal podcast host David Samson joined the show to discuss the White Sox's ownership succession plan.

Laurence Holmes and Mark Grote discussed the White Sox's ownership succession plan and the news that the Chicago Sports Network has reached a carriage agreement with Comcast.

In the second hour, Laurence Holmes and Mark Grote were joined by FS1 host Danny Parkins to discuss the White Sox's ownership succession plan and the Cubs for a Cure radiothon. After that, Jon Greenberg of The Athletic joined the show to discuss the White Sox's ownership succession plan.

Can you help me make more podcasts? Consider supporting me on Patreon as the service is 100% funded by you: https://EVne.ws/patreon You can read all the latest news on the blog here: https://EVne.ws/blog Subscribe for free and listen to the podcast on audio platforms: ➤ Apple: https://EVne.ws/apple ➤ YouTube Music: https://EVne.ws/youtubemusic ➤ Spotify: https://EVne.ws/spotify ➤ TuneIn: https://EVne.ws/tunein ➤ iHeart: https://EVne.ws/iheart MERCEDES-BENZ TO UNVEIL NEW ELECTRIC GLC SUV https://evne.ws/3Z0gNav BYD ACHIEVES RECORD APRIL SALES, EYES 2025 TARGETS https://evne.ws/4lWHAhQ TESLA DENIES REPORTS OF CEO SUCCESSION SEARCH https://evne.ws/4d7LXCH TESLA SALES IN FRANCE DROP SIGNIFICANTLY IN APRIL https://evne.ws/4lWHOFy BMW POSTPONES U.S. EV PRODUCTION AMID TARIFF CONCERNS https://evne.ws/3Gu3Ak2 BMW ADVANCES HIGH-VOLTAGE BATTERY PLANT https://evne.ws/4lRELi9 FORD ENDS ELECTRICAL ARCHITECTURE PROJECT https://evne.ws/3Ytaex4 FORD PRO LAUNCHES NEW ELECTRIC VEHICLE INCENTIVE SERVICE https://evne.ws/4d7vSNl FERRARI FILES PATENTS TO KEEP COMBUSTION TRAITS IN EVS https://evne.ws/44fiVPf VOLKSWAGEN'S EV GROWTH CHALLENGES PROFITABILITY https://evne.ws/3EOlDAL EV HOME CHARGING TRENDS: LEVEL 1 VS LEVEL 2 https://evne.ws/4lRMxbT EVS BOOST HOME RESILIENCE AMID POWER OUTAGES https://evne.ws/3YXODNj MARYLAND INSPECTS EV CHARGERS FOR ACCURACY https://evne.ws/3ShVyNy SOURCE LAUNCHES FIRST UK ULTRA-RAPID CHARGING HUB https://evne.ws/4maRNHI MAGNA TO LAUNCH AUTONOMOUS DELIVERY FLEET IN TORONTO https://evne.ws/44PrT5T