What’s In A Good Exit Plan?

We understand that business owners are so busy addressing today’s economic challenges that they can overlook the critical task of exit planning. We also understand that, at some point:

  1. All owners exit their businesses; and when that date arrives
  2. Owners want to exit on their terms; the two most important of which are financial independence and choosing the person or entity that will receive or buy the business

There are several compelling reasons to create a plan to make this happen. Designing a comprehensive Exit Plan—based on your exit objectives and flexible enough to adapt to changing economic, business and personal circumstances—can be the difference between liquidating your company and selling / transferring it for millions of dollars.

Let’s look at the characteristics of a good Exit Plan in light of a sad, but common story of two hypothetical business owners who failed to plan.

Several years ago, I met with Jim and Tim McCoy, the owners of a thriving construction company. What I assumed would be a business planning meeting turned into a We-are-getting-out-of-business-so-how-do-we-do-it? meeting. As successful as they were, the McCoys were tired of navigating the labyrinth of government regulation and of paying ever-increasing taxes. Ultimately, the day-to-day grind of running a multi-million dollar company had taken its toll.

For the McCoys, a sale to a third party was not feasible not only because neither brother was willing to remain with the company after a sale but also because they had failed to develop a strong management team. Few savvy buyers will purchase a company without a great management team committed to remain after the sale.

Transferring ownership to one or more key employees was also out of the question. None had been groomed to assume ownership responsibilities nor had the McCoys taken action to fund this type of buy out.

Transferring the company to children was impossible because the children of both owners were too young to be active in the company.

The McCoys’ only exit option was to liquidate because their highly profitable company had little worth beyond the value of its tangible assets. After the liquidation sale, dozens of employees lost jobs and Jim and Tim left millions of dollars on the table.

How can you avoid the McCoys’ fate?

Plan Ahead. The issues Jim and Tim ignored (among them grooming a management team and failing to plan) proved to be their downfall. But these and most other issues—if addressed in advance of your exit—can be resolved in a manner that: a) is cost efficient; b) enables your business to be transferred; and c) adds to the value of your business. In our experience, most owners with Exit Plans need five to ten years to implement all the strategies necessary to exit successfully. Owners without Exit Plans spend far longer than that waiting and hoping for a buyer.

Set Measurable Goals. Your Exit Plan must set goals, provide accountability, and measure results. This is especially important when one goal is to protect and grow value, and minimize taxes.

Incorporate Flexibility. Create a plan with the flexibility necessary to react quickly and effectively when the unexpected happens.

Use A Proven Process. Ultimately, we suggest that you engage in a proven Seven Step Exit Planning Process™ that has helped thousands of owners to exit in style. One way to look at our Exit Planning Process is to associate each Step with a question. As you progress through the Process, you will be able to answer “Yes” to each one.

  1. Setting Exit Objectives: Do you know your retirement goals and what it will take—in cash—to reach them?
  2. Determining Business Value: Do you know what your business is worth today, in cash?
  3. Increasing Business Value: Have you identified the best ways to increase the value and cash flow of your company?
  4. The Third Party Sale: Do you know how to sell your business to a third party without getting killed by taxes? (or)
  5. Transfer Your Business to Insiders: Do you know how to transfer your business to insiders (family members, co-owners, or employees) for cash rather than give it away?
  6. Protect Your Business: Do you have a continuity plan for your business should you die or become disabled?
  7. Protect Your Family: Do you have a plan to secure your family’s financial security should you die or become disabled?

The thought and actions that go into answering these questions constitutes your unique Exit Plan.

If, at any time, you have a question or need assistance with any Exit Planning issue, I hope you will contact me.

The information contained in this article is general in nature and is not legal, tax or financial advice. For information regarding your particular situation, contact an attorney or a tax or financial advisor. The information in this newsletter is provided with the understanding that it does not render legal, accounting, tax or financial advice. In specific cases, clients should consult their legal, accounting, tax or financial advisor. This article is not intended to give advice or to represent our firm as being qualified to give advice in all areas of professional services. Exit Planning is a discipline that typically requires the collaboration of multiple professional advisors. To the extent that our firm does not have the expertise required on a particular matter, we will always work closely with you to help you gain access to the resources and professional advice that you need.

This is an opt-in newsletter published by Business Enterprise Institute, Inc., and presented to you by our firm.  We appreciate your interest.

Any examples provided are hypothetical and for illustrative purposes only. Examples include fictitious names and do not represent any particular person or entity.

Scott Brittman