The guiding principals you have used to run your business successfully are not always the most helpful when it comes to selling your business. Let us help you offset your company’s earnings volatility by moving from cash to accrual accounting, and learning to really understand your financial statements.

The biggest, most impactful decision most founders and business owners will make is also the decision they seem to avoid the longest. How will you exit your business? Here at Doescher Group, we help you face that question on your terms.

2020 hit you like a freight train. The slow leak of the last decade became a gusher, and the labor pool completely dried up. Nobody wanted to work. You’ve raised wages, you’ve made jobs more flexible, you’ve offered more benefits, signing bonuses … You name it, you’ve tried it. Two years later, you feel like you’ve made no progress at all.

Your labor challenges have burned you out and you’re ready to be done with all of this. What do you do?

It’s true, the inflation nightmare of the 80’s is back. The official US government reported Consumer Price Inflation (CPI) is increasing at a shocking rate of 7.0%. After decades of being lulled to sleep by stable prices, you are being bombarded with price increases across the board. In many cases, these price increases are being paired with longer lead times than you’ve ever experienced.

If this inflation storm is the final stressor pushing you to exit your business, you’re not alone. It truly is a tumultuous time across several industries. But it doesn’t mean you can’t get the most for your business.

You’re human and that means this will not go on forever.

As an entrepreneur, you successfully ignored this thought for decades. You’ve spent your career engrossed in the present. You’ve spent your time solving today’s problems. Even now, you cannot take a 30-minute meeting without receiving at least a few calls from needy customers and befuddled employees.

Reality cannot be denied any longer. There’s a thrill that comes from being so indispensable and in the flow of the day-to-day, but it’s time to start thinking about your next act before it’s too late.

Over the past few months you’ve finally started to selectively voice what you’ve been thinking about for over a year. It’s time to sell your business. First, you mentioned it to your buddies at the golf club. Next, you called a friend or two from the past who you seem to recall know something about selling businesses. And then…

You are a business owner. But when you arrive at the office in the morning, I’m guessing you arrive as an employee. You might be the highest ranking employee, but you’re an employee nonetheless. You have job duties and responsibilities that need to get done in order for the business to function properly. You draw a salary like everyone else. And the fact that you happen to own the company’s stock does not factor into the reality of your daily work life.

We work with many busy executives who continuously have to decide where to spend their time. As we observe those who are the most successful, our conclusion is that they know what is vitally important and they have the discipline to stick to it. We have also realized that there is no magic time management system, no matter what the consultants promise. Successful executives all have different systems — some are sophisticated, others are quite simple.

If you feel uneducated and unconfident about your business’s valuation, join the club. You are a business owner, not a business transactions specialist.

While anecdotes can serve as legitimate inputs to establishing the value of your firm, let’s learn about how buyer’s approach value in today’s marketplace.

Lately though, you’ve been turning your attention to some bigger questions. The status quo isn’t working for you anymore and you’d like to shake things up. You keep posing a question to yourself, “Should I grow this thing? Or should I sell the company and move on?” You’re just not sure, but you know it requires some exploration. Putting your head in the sand will only hold off the inevitable for so long.

When it comes to these questions, you need a different skill set from your current internal capabilities. Navigating through these waters is much different from your day-to-day accounting and finance processes. It might be time to think about a Transactional CTO.

You may be like most business owners. Your business is your passion and hobby. Sure, you enjoy R&R. You like golf and travel, but you feel most alive at the helm of your business, not on a yacht in the islands.

But if you want to find your next act, you’re going to need to do some self examination to figure this out. If golf and travel do not sound like an enticing retirement, you will want to find something that is.

For the first time in months, you open up your desk and pull out your notebook with your priorities listed. Amidst a list with some items crossed off as done and others awaiting your time and effort, one stares you right in the face: “succession plan”.

Every time you consult your list you see that one and then pick something else to work on. Planning your exit is something that just never seems to reach the top of your priority list. It’s never the right time to deal with this one, so you’ve ignored it.

EBITDA is an acronym for Earnings Before Interest, (Income) Taxes, Depreciation, and Amortization. You won’t find it listed on standard company financial statements, but you can calculate it from them. EBITDA is a very rough calculation of the cash flow generated by your business operations.

When it comes to selling debt or equity in your business it’s important to note that EBITDA comes in many flavors and will be a critical metric in any discussion.

After reviewing your exit options, you also decided to sell to the highest bidder. You feel the release of this decision to sell. Now what do you do?

Do you put up a for sale sign on the front lawn? Do you put an ad in the newspaper? Do you create a website? Of course not. In order to get the best offer, you’re going to need to engage an investment banker who specializes in the sale of businesses like yours.

Chances are you’ve never engaged an investment banker before now. Most people haven’t. Here’s what you need to know.

It’s your business and you’ve always managed it this way. You’ve gotten a certain glee out of minimizing your income taxes. Over the years you’ve employed two common “strategies'' of closely held business owners: under-reporting cash sales and classifying personal expenses as business expenses.

While these actions are illegal under US law, you’ve dealt with that moral conflict long ago in your head. Either way, this piece is not about the legal, ethical, or moral questions of such strategies. Let’s instead discuss how these strategies may impact your exit plan.

Most of your advisers are the original gang despite the changed scope, scale, and complexity of your personal and business needs. Whenever your controller and others have expressed concerns in the past, you have played the loyalty card and said, “These are the advisers who got me here.” While this is somewhat true, you know they may not be the right group to take you where you are headed.

Gone are the days when you knew everything going on in your company. Your free-flowing team meetings are getting increasingly chaotic. Everyone talks about how well everything is going in their department, relying on stories and anecdotes. Yet you know profit margins have been slipping for consecutive quarters. Something is wrong, but you cannot put your finger on it.

You’ve heard it said that “words matter”. As a business owner you might be surprised about how words can attract or repel potential buyers for your business. Let’s take a look at a few real world examples to get a sense of what we mean.

While owners of cash rich businesses tend to place a limited financial burden on their companies, enabling strategic operations, strong vendor and customer relationships, and plenty of negotiation options, owners of cash poor businesses tend to place a heavy financial burden on their companies, forcing expedient and shortsighted decision making that often creates rifts with customers, vendors, and employees.

The cash rich/poor dichotomy can become stark in the case of selling your business.

Excessive owner dependence plagues many companies and buyers are on the lookout for it. If you’re looking to sell and retire, and you’re still sitting at the intersection of everything, you’ll likely be unable to fool savvy buyers.

While resolving your owner dependence issue can be a challenging problem to solve, it may be the largest key to unlocking meaningful value in the sale of your business.