You’ve built your business like a master craftsman—now it’s time to plan your handoff. Doescher Group CFO, Kevin Rogner shares how business owners, specifially those in construction and trades, can create a step-by-step exit strategy that protects value, rewards key people, and ensures a smooth transition into the next chapter.

If you’re a healthcare professional who owns your own practice, you’ve probably realized that serving patients is only part of the job — the other part is navigating insurance, compliance, and running a business you were never formally trained to manage. Over time, the weight of being both practitioner and owner can wear you down. Yet healthcare remains one of the strongest, most resilient sectors in our economy — which means your practice could hold more transferable value than you think. In this article, we unpack how to prepare for succession, elevate practice value, and exit on your own terms.

When buyers evaluate your business, they aren’t just looking at what you’ve earned — they’re focused on what’s next. To sell your company for what it’s truly worth, you need clarity on three essential revenue types: backlog, pipeline, and Go Get revenue. In this post, we break down what each means, how to track them, and why they matter when preparing for a sale.

Selling your business is one of the most important negotiations of your life—and it’s easy to lose control if you’re not careful. In this post, we unpack the mental traps sellers fall into, the pressure to become passive, and the single mindset shift that can keep you in the driver’s seat. You only get one shot—don’t give the buyer the upper hand.

Imagine you wake up and realize you’ve outgrown your house. It was great, but now it’s too small, or too big, or requires too much maintenance. You’re ready for broader vistas and new adventures. It’s time! Today is the day! 

Do you call the first realtor whose number you see on a park bench, sign a contract immediately, and hope for the best? 

Of course not! You do your research.

Naturally, you want to sell your business for as much as possible. Of Course! You’ve put enormous work into your business over the years, it’s only fair to want to get as much as you can out of your exit, but the groundwork for a successful exit needs to be laid along the way. One of the most powerful key factors in maximizing your business’s value often gets overlooked: the importance of solid financial reporting, planning, and accounting processes.

Business partnerships, like any relationship, can evolve and change over time. What started as a promising collaboration may face challenges as circumstances shift and goals diverge.

It's essential to have a clear plan in place for navigating these potential conflicts. A well-crafted buy-sell agreement can provide a framework for addressing disagreements and ensuring a smooth exit if necessary.

Every business has a story. And some of the most heroic stories involve the numbers. All of these numbers add up to the story of your business. When it comes time to exit your business, this story is a key component of success. The story of how you got the business to where it is and a picture painted of where it can go are vital to a successful process.

Being a business owner is an intense and unique experience, filled with both triumphs and challenges. As you consider exiting your business, it’s crucial to address the emotional side of this transition. Discover strategies for managing your feelings, envisioning your future, and finding support during this significant life change.

At Doescher Group, we have two main client paths: Exit and Evolve.

As a business owner, you will one day exit your business. We are ready to walk you through this process every step of the way.

On the other hand, along the road to the eventual exit of your business, it will inevitably evolve as you work to meet customer needs and build value for yourself and your employees.

Regardless of which path of our Provey Process you start down, everything begins with building a relationship through Discovery.

Perhaps our biggest takeaway is a shift from Boomer owners who often have a singular passion for their business to Gen X, Millennials, and Gen Z who often see their business as one of many life passions.

What could this generational shift in private business ownership mean for your business?

Running a business is a wholly immersive experience, where each and every day presents new challenges and obstacles to overcome. As a business owner, you often develop tunnel vision, focusing solely on internal operations. But at certain moments you may be forced to reckon with external factors, like presidential elections.

You run a business. You’re self-made. You’ve made tough decisions, you’ve taken risks. It hurts to consider the idea of allowing some investor off the street to step into your shoes as owner; someone with no previous history with your customers, your employees, your vendors, your products & services. It just feels wrong.

Remember that incredible business trip you took to Italy last year? No doubt, it was a work trip. You did indeed conduct business. But just between us, did you need to try all the wines with your clients that day? Did you need to go for two full weeks instead of three business days? No criticism implied; the ability to expense things is one of the great perks of owning a business. But when you’re ready to exit your business, suddenly all these extra expenses can work against you. That’s because the valuation of your company is based on a key metric many people have never heard of: your EBITDA.

Starting small now will inevitably lead to exponential changes in the value of your business in the future. Warren Buffett did not wake up in his 50s and decide he would be rich. He started making small decisions as a young boy and these accumulated into his financial success in his 50s. A FieldReady™ Assessment creates a road map of the things you can start doing today, without interrupting everything you’ve got going on.

As a business owner do you feel like you’re on an island? You’ve built your business with blood, sweat, tears, and long hours … Now perhaps it’s time to start thinking about what’s next as you know you’ll have to step away from your business sooner or later.

If you don’t know where to start, we have the perfect event for you! Come meet with a community that understands your concerns. People who have been in your shoes and the advisers who serve them.

Your employees have been with you through thick and thin. Building your company alongside you. But as you prepare to exit, your attention turns to one question again and again: What’s going to happen to my employees now that I’m selling? Here are 4 Ways You Can Look Out for Your Key Employees During the Sale of Your Company.

Exiting your business is a process. It’s not an event. It might come as a surprise to you, but exiting well can take a lot longer than you might think. Why? Private company investors today are investing in great teams more than anything.

In this post we’ll help you understand some of your options to allow you to exit well, on your terms.

Where you sit today, exiting your business may be a far off thought, but it’s important to see that one day it will be a reality. Even if your exit is 20 or 30 years away, there are things you can do today that will radically increase the value of your business in the here and now, and when it’s time to exit.