Can the company run without you?
Find where customers, decisions, know-how or leadership still run through you, and what has to change before someone else can own it.
Exit and transition planning
Years of work come down to one decision. Know what your family needs, what you’d actually keep, and what has to change before you sell or hand over the business.
Start with your question. No finished plan needed. Not planning a sale? Wealth management for business owners
The questions that matter
Answer these and you’ll know whether a sale, a handoff, or keeping the business actually works for you.
Find where customers, decisions, know-how or leadership still run through you, and what has to change before someone else can own it.
Work backward from what you spend, what else you own and what your family relies on, to the amount the sale actually has to produce.
Separate headline value from cash at closing, debt, costs, estimated taxes, later payments, and amounts that depend on future performance.
The tax, legal, valuation, customer, leadership and deal-structure issues that could change what you keep, or stop the deal altogether.
Where you are now
Use the time to make the business less dependent on you, build the proof buyers pay for, and decide what a future sale has to fund.
Prepare before a sale→A buyer calledCheck who the buyer is, what they want, and how they would pay. Decide what to share and which questions need answers before you move forward.
Review your first steps→A family or management handoffSettle who leads, who owns, how you get paid, what’s fair across the family, and how your income holds up after you hand over control.
Plan the handoff→Before you signPressure-test the price, payment structure, obligations, and post-close role before exclusivity or signed terms narrow your options.
Review the offer questions→What you will know when the work is done.
Not a thicker binder. A clear answer: does the move work for you, what could change that, and what has to happen first.
Illustrative · fictional ownerSee a planning example→The income, family priorities, timing, and future role the business decision needs to support.
The tax, valuation, readiness, payment and transferability assumptions that could change the result.
A working estimate that takes the price through debt, costs, taxes and payment timing to the money you can actually use.
The trade-offs between keeping the business, transferring it, selling it, or using more time to improve the outcome.
The unresolved decisions and specialist questions that need an answer before price or timing pressure narrows your options.
The first action, the person responsible, and the decision point that comes after it.
Every owner guide
Every guide and tool for selling, succession and the years around them, grouped by the decision in front of you.
Your next step
A sale, a buyer, a family handoff, or stepping back. Tell us which one, and the question you need answered first.