Exit planning
Most owners exit once, under pressure, with little preparation. The ones who do well start early, know their number and spend the years before the sale fixing the things that buyers discount. Exit planning is that work. It begins with a valuation and a frank look at what your business depends on, and ends with a company you can sell, hand on or keep, on your terms.
What you leave with
You have a written exit plan with a target value, a timeline and the changes that will get the business there.
Who it is for
- Owners who want to leave within a few years and are unsure the business is ready
- Founders approached by a buyer who want options
- Partners who need to agree on how and when each of them will exit
What we deliver
- A current valuation and a target value, with the gap explained
- An assessment of owner dependence, customer concentration, financial hygiene and team depth
- A prioritised list of value-building actions with owners and dates
- A comparison of exit routes: third-party sale, management buyout, family succession or hold
- A personal readiness check and a review schedule with Ali
How it runs
01Strategy session
A 90-minute session covers your goals, timing, family and financial needs and what you think the business is worth.
02Valuation
We complete the BizSell.ca valuation and identify what drives and what drags the number.
03Plan
We write the exit plan: route, timeline, target value and the actions that close the gap.
04Execute and review
We check in on a schedule, adjust as things change and bring in brokerage when it is time to sell.
Engagement and fees
Begins with a 90-minute Strategy Session at $499 and, where you want the number, a $3,500 valuation. Ongoing advisory is quoted as a retainer once we know the scope. Every engagement is scoped after a call and confirmed in writing. See consultations and fees.
The value gap, and why time is your friend
The value gap is the difference between what your business is worth today and what you need it to be worth when you leave. Buyers discount companies for the same reasons everywhere: the owner is the business, a few customers make up most of the revenue, the books are messy. Each can be fixed, but none in the month before you list. Starting early turns an unsellable business into a sellable one, and a sellable one into a competitive process.
Choosing the right exit route
A third-party sale usually pays the most but takes the longest. A management buyout rewards the people who helped you build the company, but they rarely have the cash, so you finance part of the deal. Family succession preserves the legacy and raises hard questions about fairness and competence. Holding the business and hiring a general manager turns it into an investment. We lay out each route with its likely proceeds, timeline and risks, so you choose with your eyes open.
Planning for the owner, not just the company
The exit that goes wrong is often the one where the owner was ready to sell the business but not ready to stop. We ask what you need from the sale financially and what you will do afterward, because both affect the structure. An owner who wants a clean break needs a buyer who can run the company alone from day one. Your lawyer, CPA and financial adviser handle tax and personal planning. We make sure both plans point the same way.
Industries where we run this most
Questions about this service
When should I start exit planning?
Earlier than feels necessary. Reducing owner dependence and diversifying customers take time to show up in the financials a buyer reads. If you might sell in a few years, start now.
Do I need a valuation if I am not selling yet?
Yes, because the plan has to aim at something. The valuation gives you the starting point and the target and tells you which parts of the business are worth fixing.
What if a buyer has already approached me?
Do not respond with a number. Get a valuation, understand your alternatives and then decide whether to engage. An unsolicited approach gives you an advantage only if you know your value and can walk away.
Can exit planning include my family?
It should, especially where children work in the business or expect to inherit it. We facilitate the conversation about roles, ownership and fairness, and we work alongside your lawyer and CPA on the structure.
Start with a confidential conversation.
Tell Ali where the business is and what you want to happen next. You leave with a straight read on value, timing and the two or three moves that matter, whether or not we work together.