Growth & Exit Planning Collaborative

Growth & Exit Planning Collaborative I engineer outcomes for business owners to ensure that they achieve their objectives. I became a Certified Exit Planner (CExP) in 2001.

More specifically, I perform the following services for business owners:

Growth & Exit Planning - I embraced growth and exit planning for clients early in my career. It was clear to me that I could provide a more evolved level of services by providing planning services to clients to optimize their outcome rather than merely drafting transaction documents in a reactive manner when a business owner

elected to sell their business. I specifically perform the following growth and exit planning services for my clients:

1. Comprehensive due diligence on all significant personal and business related matters. Identify matters that require attention or correction and opportunities for meaningful improvements. Such services include a complete legal audit.

2. Create virtual due diligence data rooms containing all relevant personal and business documents. Correct or create new documentation that is necessary or advisable. Upon completion, virtual data rooms are ready to be presented to the business owner's other advisors or to be shared with potential acquirers at the right time.

3. Assemble and work closely with persons in other professional disciplines to collaborate with respect to strategies to achieve optimal outcomes for business owners. Such persons may already be engaged by the business owner or we may make recommendations to the business owner to add or to replace certain professionals when it is our recommendation to do so to have the appropriate sophistication to explore and to discover the best ideas to implement to achieve the optimal outcome. I schedule, participate in and moderate communications with all professionals without participation by the business owner to produce recommendations that are clearly expressed with respect to scope, costs, timeline, disproportionate benefit when compared to cost and responsible parties. I then present such recommendations to the business owner and we jointly determine which recommendations to proceed with and the best way to implement those recommendations.

4. Over the time period that follows I manage the process of implementing the recommendations and perform the recommendations for which I accept responsibility. The business owner can remain focused in the business while I spearhead the activities to achieve the growth and exit plan. Regular reports to, and discussions with, the business owner ensure that we remain of a single mind with respect to goals and objectives that may shift over time.

5. The objective may be to transfer the business to an employee, a group of employees, a single child, multiple children or other relatives or to outside third parties. The objective may involve consideration of multiple outcomes at the same time to improve the chances of achieving the identified optimal outcome. We will develop proposed transaction structures of each considered alternative with detail and we will review the structures with the business owner(s) and then with the other members of the multi-disciplinary team. After refinement of the transaction structure with a view to minimize taxes, maximize net proceeds and to minimize risks of post-closing liabilities, a path to an exit will be more clear.

6. I then engineer the exit transaction. I will perform any activity to achieve the outcome that is best performed by me. If other involved parties are more capable to perform the task, I would encourage such party to proceed. I recognize and encourage the proper use of each person's experience, judgment, talents, skills and networks in a collaborative environment to achieve the optimal outcome.

7. I will draft or revise the term sheet or letter of intent and then acquisition agreement and all related transaction documents. I will negotiate the provisions of such documents with opposing legal counsel with determination to reduce the chances of any post-closing issues that will require a return of a portion of any of the purchase price to the buyer.

8. After the closing, I continue to work with the former business owner to consider new opportunities for happiness and fulfillment. Such opportunities have included creation of new for profit businesses, work with, or establishment of, non-profit activities with charities and foundations, and public service.

9. I coordinate with estate planning attorneys, financial planners, and insurance professionals to ensure that the business owner's needs are satisfied. Asset protection strategies are considered and implemented as advisable.

06/13/2017

This site will be active soon. Stay tuned for cutting edge information.

02/14/2017

Perhaps the most significant benefit of growth and exit planning is the improved mental state of the business owner during the remainder of their time as business owners. Business owners who have a plan are able to reduce and/or eliminate their anxiety regarding their eventual exit and, thus, enjoy a much higher quality of life. They have a plan and they only need to activiate the implementation of that plan. Priceless!

07/19/2016

The future is here!

03/30/2016

Non-Profit Mergers - Proactive Strategy

Struggling nonprofits consider a merger with another non-profit oftentimes as a last ditch effort to survive and to remain relevant.

Nonprofits should not only consider a merger in challenging times. Nonprofit mergers should be considered proactively to: (i) expand reach, (ii) spread efficiencies and best practices, and (iii) improve effectiveness.

The nonprofit sector is highly fragmented. Strong and effective nonprofits should consider mergers as a way to improve their positive impact by the resulting scale and reach.

For-profit mergers occur more frequently because of the financial benefits provided to the owners of the business and to the financial intermediaries (business brokers/investment bankers). There is also comparatively not much help (written or human resources) available to nonprofit directors as to how to evaluate, structure, negotiate and close merger transactions.

Mergers have the potential to create significant value for non-profits.

A merger may provide an accelerant to a nonprofit that is considering how to best accomplish its mission.

If you want to lead your nonprofit to increased funding, growth into expanded geographic areas, improved programs, and/or better use of assets and lower costs, consider a merger.

With some effort, you may be able to arrange for funding to effectuate the merger from private donors, foundations and governmental sources.

When ready, our team will help you research, identify, analyze, document, negotiate, engineer and close the transaction.

So, plan, be ready and make a difference!

03/30/2016

Value Proposition – Growth & Exit Planning for Business Owners

Here is exactly what you get from Growth & Exit Planning: (i) control to establish desired leadership for the business and to ensure that the business moves forward in a manner acceptable to you (can ensure that the business continues the established culture, name and community role); and (ii) peace of mind knowing that your family and employees will be well taken care of during and after the transition out of the business.

After talking with many business owners about their hopes, dreams, goals, anxieties and concerns, I tell them:
•Thoughtful planning allows you to receive MAXIMUM VALUE. Whatever you value most (financial independence, family time, or opportunity for your children or employees), planning maximizes the value you will receive in each of those areas.
•Our planning MINIMIZES RISKS associated with the business (unforeseen liabilities, tax consequences, loss of key employees, failures of management, death and disability).
•You RETAIN CONTROL. You take charge of the exit process by direct action rather than passively waiting for something to happen to you. Plan and you control your destiny and the destinies of your business, your family, your employees and your clients/customers.
•You will probably only sell a business once in your lifetime. We plan with business owners every day.

The development of a customized Growth & Exit Plan leverages our experience and expertise to create optimal results for business owners.

Don’t procrastinate. It is never too early to engage in Growth & Exit Planning. Oftentimes, the sooner that the planning begins, the better the outcome for the business owner.

03/30/2016

Consider an ESOP Exit Transaction Now - Could be Your Ideal Solution

I can help you sell all or a portion of your business now to a buyer at full fair market value, while retaining control, salary and benefits, while indefinitely deferring all capital gains taxes, and while leaving behind a completely income tax-exempt entity. Sounds too good to be true? Let's talk.

ESOPs often provide more money after tax to a seller than any other transition option.

ESOPs permit business owners to engineer an immediate or gradual tax advantaged exit strategy, while also securing the continued success of the business.

ESOPs should be considered for business owners seeking partial or full liquidity for businesses with (i) business value in excess of $5 million, and/or net income in excess of $1 million per year, (ii) 5 year history of profitable operations, (iii) 20 or more full-time employees, and (iv) second line management team.

Address

One Oxford Centre, 301 Grant Street
Pittsburgh, PA
15219

Telephone

(412) 230-8984

Website

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