Exitwise, LLC

Exitwise is the leading platform to assemble the world's best team of M&A experts to help ensure business owners create the exits they deserve.

"In previous M&A roles, I've managed both buy-side and sell-side transactions. My learnings can be boiled down to one point of view - to maximize the sale of your business, your number one priority should be to surround yourself with the most highly qualified, industry-specific, M&A advisors, attorneys, and investment bankers as possible."

Managing Partner

PEF Community

Member

The Wise Exit Podcast

Producer and Part Time Co-Host:  The Wise Exit Podcast

Cognition

Member Board of Directors

Fathead

Investor

Shift Digital

Co-Founder | Corporate Strategy | Client Services Lead | M&A

Co-Founder

FordDirect

Product Development | P&L | Operations

P&L responsibility for FordDirect’s North American digital product suite.

Responsible for first-of-its-kind, coordinated OEM advertising platform supporting North American Ford, Lincoln, and Mercury dealers.

Managed the design, launch and ongoing operations of 5,000 global automotive dealership websites for Ford, Lincoln, Mercury, Jaguar, Land Rover, Ford of Mexico, and Ford of Canada.

Led offshore product and engineering teams supporting FordDirect’s North American digital platforms.

Director - Interactive Marketing

Deloitte Consulting

Corporate Strategy | Program Management | UX Design

Led team of engineers and designers in creation of custom document management platform.  The implemented solution provided state-of-the-art online environment allowing collaboration between Lead Legal Counsel and 65 external counsel firms/vendors worldwide; 4.4MM documents maintained within application.

Authored Business Plan detailing going-forward Vision and Strategy for Corporate Legal Department of $50B Automotive OEM; identified comprehensive recommendations to increase departmental efficiencies and cost savings.

Detroit Office Advisory Council - selected by firm leadership to advise Managing Director on office Operations, Events, Recruiting, and Employee Retention initiatives.

Consultant

I'll help you sell your business and maximize your exit | Free valuation and expert help | Managing Partner at Exitwise

Are you a founder building towards an exit but wondering:

- Is my business truly exit-ready?
- How do I ensure a fair valuation of my business?
- What happens to my employees post-sale?

Or you’re a startup founder, and you’re asking:

- How do I balance quick gains with long-term growth?
- Will this exit boost my credibility for future ventures?
- How do I protect my wealth for my family and future?

The solution?

𝐄𝐱𝐢𝐭𝐰𝐢𝐬𝐞: 𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐇𝐞𝐥𝐩𝐢𝐧𝐠 𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐏𝐫𝐞𝐩𝐚𝐫𝐞 𝐰𝐢𝐭𝐡 𝐂𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞.

I'm Brian Dukes, an experienced founder who has generated $1B+ in enterprise value for my clients.

My co-founder (Todd Sullivan) and I founded Exitwise to help founders just like you, build towards their dream exit.

We’ve been in your shoes, and now we’re giving back to the founder community, which has been so good to us.

Why Exitwise?

𝟏. 𝐏𝐫𝐨𝐯𝐞𝐧 𝐓𝐫𝐚𝐜𝐤 𝐑𝐞𝐜𝐨𝐫𝐝

We’ve created over 10-figures in enterprise value, maximizing your business's worth.

𝟐. 𝐅𝐨𝐮𝐧𝐝𝐞𝐫-𝐭𝐨-𝐅𝐨𝐮𝐧𝐝𝐞𝐫 𝐆𝐮𝐢𝐝𝐚𝐧𝐜𝐞

We understand the emotional journey of exiting a business and offer support beyond the numbers.

𝟑. 𝐓𝐚𝐢𝐥𝐨𝐫𝐞𝐝 𝐄𝐱𝐢𝐭 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬

Whether you plan to exit in 6 months or 6 years, we create customized roadmaps to enhance your business's value.

𝟒. 𝐇𝐨𝐥𝐢𝐬𝐭𝐢𝐜 𝐀𝐩𝐩𝐫𝐨𝐚𝐜𝐡

We prepare you mentally and financially for life post-exit, ensuring your family’s future and your next venture are secure.

𝟓. 𝐈𝐧𝐝𝐮𝐬𝐭𝐫𝐲-𝐒𝐩𝐞𝐜𝐢𝐟𝐢𝐜 𝐄𝐱𝐩𝐞𝐫𝐭𝐢𝐬𝐞

Our extensive network connects you with industry experts, leading to better valuations, qualified buyers, and smoother transactions.

𝐇𝐞𝐫𝐞'𝐬 𝐦𝐲 𝐨𝐟𝐟𝐞𝐫:

Let's start with a FREE 30-minute Clarity Call. We'll discuss your business, goals, and your questions about your journey.

No pressure, no obligations – just honest, founder-to-founder advice.

If we’re a good fit, we offer comprehensive 30-, 60-, and 90-day Readiness Assessments to fit any business size, structure, or budget.

𝐖𝐞 𝐰𝐢𝐥𝐥 𝐜𝐨𝐯𝐞𝐫:

- An analysis of your business's current enterprise value and the drivers that potential acquirers value most.
- A customized exit planning roadmap.
- Strategies to address your personal and professional post-exit goals.
- Live coaching calls to keep you on track.

Remember, selling your business starts long before it's time to sell.

DM me "EXIT", and let's begin preparing today.

Warm regards,

𝐁𝐫𝐢𝐚𝐧

The other day at dinner, my 13-year-old daughter told me she wants to own a dance studio when she grows up (she loves competitive dance if you couldn't tell). 

As a father, it made me proud.

And as a founder, it made me reflect.

Because I didn’t grow up around the concept of entrepreneurship. My dad worked at Ford for 30 years, and my mom was a schoolteacher (and later a nurse).

So owning a business wasn’t really something we talked about at the dinner table.

But somehow — through luck, good fortune, and a lot of hard work — I stumbled into this world of entrepreneurship I love.

These days, we talk about business almost every night around the dinner table. My kids love watching Shark Tank, and some times my professional life feels a bit like that show. I share stories about the founders we meet, the deals we work on, and the ideas we help bring to life.

So a few weeks ago, when I was asked about the legacy I want to leave on a podcast, it got me thinking. 

For me, it isn’t about the money, assets, or reputation.

It’s about values:

→ Working with people you enjoy
→ Doing hard things that make you proud
→ Carving your own path, not just following someone else’s

That’s the message I want my kids to carry with them — whether they end up owning a dance studio, starting the next tech unicorn, or creating their own path in something else entirely.

Because that's what business is really about at the end of the day.

It's not just what it gives us, but what it allows us to pass on.

Brian Dukes

Are you a business owner thinking of selling, but not sure if your doing the right thing?

Is your lack of experience in M&A preventing you from taking that one last shot for a big exit?

Or are you a new founder who's lost interest in your current business, and wants to explore other projects?

Either way, I have the perfect solution.

Introducing, Exitwise.

We specialize in assembling tailored teams of industry-specific merger and acquisition (M&A) experts who will help you achieve the exit you deserve.

Why Exitwise?

1. Sell Faster, Sell for More.

Our track record speaks for itself. Exitwise clients not only sell their businesses faster but also command higher valuations.

Our satisfied clients often become our most enthusiastic advocates because they've experienced firsthand the difference our approach can make.

2. Industry-Specific M&A Experts

Exitwise has meticulously vetted and rated hundreds of industry-specialized professionals, including investment bankers, M&A attorneys, tax accountants, and wealth advisors.

We'll connect you with experts who intimately understand your industry and the nuances of your business, ensuring a targeted and successful exit.

3. Know Your Buyer Inside Out.

The right expert will know your potential buyers personally. They've sold companies like yours and have cultivated relationships within your industry.

Because of this, our experts can quickly generate competitive offers for your business, driving up the sale price and maximizing your exit.

Here's my offer ...

Get in touch today, and you'll receive a FREE industry-specific business valuation from an industry expert.

Next, we'll assemble a world-class team of industry-specific professionals to help you sell your business.

And you only pay if you decide to exit.

Sound good?

DM me "EXIT", and let's begin the journey toward your successful business exit.

Warm regards,

Brian @ Exitwise

Managing Partner @ Exitwise | Practical guidance for building your business towards an exit | Bootstrapped and exited founder | DM me “Value” for a free business valuation

Every founder knows the feeling of choosing the hard road on purpose.

Last weekend was no different:

In a spur-of-the-moment decision, my family and I decided to drive down to Cincinnati to go to a Detroit Lions game.

We knew exactly what we were getting into: a late night, sleepy Monday morning, mobile test prep in the back of the car, and few extra miles on the lease car.

And sure, we could have just stayed home. It would’ve been easier.

But the point wasn’t to be easier. 

The point was to do something different. To embrace the challenge a little, get out there, and create a lasting memory with close family and friends.

Because at the end of the day, that’s what life comes down to.

It’s all about the experience and the journey along the way.

And unlike what the internet gurus and "hustle bros" will have you believe, not every decision you make has to be optimized for efficiency.

Sometimes you just have to lean into knowing it’s going to suck at points.

But you do it anyway because it matters.

It's the same with business.

Building something great usually isn’t about making the perfect decisions. It’s about being willing to walk the hard road for something you believe in.

That’s what we're building. And it's what the founders we work with are building too.

So say yes to the experience more often.

Trust me, it's all worth it in the end.

After exiting my previous company, I thought that was it.

I thought I was done with it all. Done with:

- The startup chaos
- All the late nights and early mornings
- Building something completely from scratch

Truth is, I told myself I’d take a long break to rest, recharge, and reconnect.

But it was short-lived. Because it only took about 30 days to realize I missed it.

No, I don't mean the stress or the grind. I missed the momentum – the act of creating something that matters.  I longed for the opportunity to rise to a new challenge each day.

But the thing that was most surprising to me?

It was never about the money, or the legacy, or even the impact.

It was about the joy of building something truly great alongside the most amazing people.

That realization eventually led me to co-found Exitwise with a friend and fellow builder I've known for decades.

At the time, we didn’t have a five-year roadmap (which is ironic, because that's exactly what we tell founders today).

All we had was a desire to make exits easier for founders.

Since then, we’ve helped dozens of business owners sell their companies for life-changing outcomes.

It's been quite the journey so far.

But the most important thing I've learned hasn't been about business or exit planning...

...it's been about myself – the realization that I’ll probably never be done building.

Because I've come to realize that all I want to do is build the right thing, with the right people, and for the right reasons.

So if you’re a founder thinking about your next chapter, wondering what comes next?

DM me or drop your questions in the comments below. I'm always happy to share what I’ve learned in the hopes that it helps others.

Back in my college sports days, many of us would have unique pre-game routines before stepping out on the court:

For me, I'd find a quiet place, eyes closed, and visualize every little detail of the game ahead. 

Making the shot, getting the stop, or making a key pass to a teammate. 

The idea was simple — if I could see it, the more likely I'd actually achieve it.

Fast forward 30 years, and I’ve found myself coming back to that same idea, just in a much different setting.

I’ve recently been working with a performance coach who’s helping me do a lot of vision work for what I want my future to look like. Not just in work, but in life too. 

Facing some obvious and difficult questions alike:

- What do I want in life?
- What don't I want in my life?
- How do I define success?

They might sound a bit fluffy. But when you sit with them long enough, they start to get real. And they’re way harder to answer than you'd think.

No, the whole point isn’t just to dream. It’s to get really intentional.

Because the same way athletes visualize a win before the final whistle blows, founders and business owners should be visualizing the future they actually want. 

The things you're actually building toward in the first place, or who it's all for.

Anything less and you might be missing the whole point.

Early on in my career, a friend and I decided to try our hand at this whole entrepreneurship thing. Our idea was simple:

It was an online tee-time reservation system for golf courses.

The year was 2000.

The Internet was blowing up.

And chasing our passion felt like the right thing to do.

The problem was, we had absolutely no idea what we were doing. And we made every mistake in the book:

- No idea how to raise capital
- No plan to get it off the ground
- Limited direct sales experience
- And, a busy consulting gig that tied up most of our days (and nights)

So to nobody's surprise... we gave up in just 18 months.

Years later, when the space blew up and the big platforms started getting acquired, I realized how huge the opportunity was that we let go of.

It stung (and still does a bit), but it taught me a valuable lesson I still carry to this day:

In business, there's a big difference between having a good idea and not being able to stop thinking about it.

That’s what separates a side project from a real company.

That’s what makes an entrepreneur an entrepreneur.

It’s not about being the smartest in the room. 

It’s about being so locked in on the problem you're solving that you can’t let it go.

And that lesson has stuck with me ever since.

It's one of the biggest reasons I care so much about alignment at Exitwise — not just with our team, but with the founders and business owners we work with.

Because whenever we take on a new client, we have to believe in the problem they’re solving. We have to believe they’re the right person to take it all the way to an exit.

So when we do feel that?

To me, there’s nothing more exciting than helping them turn that conviction into a life-changing outcome.

-

Have you ever walked away from an idea, only to see someone else run with it years later? Drop the story in the comments below. I'd love to hear it.

The most common question we get from early-stage entrepreneurs is whether they should go solo or bring on a co-founder. Here's my honest answer based on lived experience:

If you can find the right co-founder, I’d go down that path every time.

But the hard part is knowing who that is.

What’s worked so well for me and Todd is that we had an existing relationship before we built Exitwise. We knew each other well enough to understand our strengths and weaknesses, and we knew we could take a real swing at this thing together.

Yet, we're two completely different people, which can honestly be super frustrating at times.

Because while Todd can be constantly chasing the next big idea, I want to plan and execute.

But in the process, we’ve built a really successful AND respectful relationship where we can say, 

“Hey man, it's time to stop chasing that squirrel.”, or

"OK, it's time to stop trying to make it perfect.  Let's ship it, and keep iterating."

But trying to challenge each other, hear each other, and make each other better?

There’s real power in that.

But I’ve also heard horror stories of choosing the wrong co-founder. 

So you need 100% alignment on where you’re going, what you’re building, and what the staircase looks like.

At the end of the day, there's no right or wrong answer. Some people are built for the "lone wolf" journey, while others aren't.

The important part is knowing which one you are.

-

What's your take — do you prefer the solo or co-founder life? Let me know in the comments below.

Can we please stop telling new buyers they can acquire a great company for $0 down? 

PLEASE?!?

The narrative being pushed right now across social media is misleading at best.

Yes, seller financing can be a great tool when used the right way.

It creates alignment, helps bridge valuation gaps, and can be a win-win for both sides.

But the reality is, it also requires a ton of trust in both directions.

If I’m selling my business, I’m being asked to leave money in the company, collect interest, and trust that you’re going to run it well enough for me to actually get paid.

And if you screw it up? 
That money’s gone.
And so is the company.

So, what do you do if you’re a first-time buyer with no operating experience, no industry knowledge, and no capital of your own?

That’s a really tough sell.

It doesn’t mean you can’t be successful. It just means you can't expect a seller to hand you the keys with no skin in the game.

That’s just not how this works.

Truth is, the people most qualified for seller financing often don’t need it. And the ones who want it the most often aren’t ready for it.

So let's be honest with ourselves.

And stop chasing clicks.

There are ways to make it work as a first-time buyer. But you’ll likely need to bring in experienced investors, get SBA loans, give up equity, and show some unique value that makes a seller trust and believe in you.

Otherwise, you’re just wasting everyone’s time, including your own.

Being an entrepreneur is hard. Some days it can feel like you’re missing a limb, but you still have to get up and take the dogs for a walk.

Even when you’re tired. Even when you're frustrated. Even when you’re carrying the weight of the business, your team, and your family.

You're still expected to show up each day like everything’s fine.

Because the reality is, no matter what's going on around you, the work doesn’t stop. It still needs doing.

I snapped this photo as a bit of a joke. But honestly, it’s a great representation of what the entrepreneurship journey's like, especially in the early days.

You’ll feel stretched, alone, and a little beat up at times, all of which can be incredibly challenging.

But if you can push through, keep showing up, and surround yourself with the right people?

It's only a matter of time before you find your stride.

-

Happy Halloween! Stay safe and hope you have a great day with your loved ones.

One of the most common misconceptions about buyers is that they're just looking to acquire the biggest business in your space. But that couldn't be further from the truth.

Yes, they're looking for scale.

But more than anything, they're looking for the right signal.

When deciding which business to buy, they're constantly asking themselves a few questions:

- Who owns a specific niche?
- Who has a brand and offering that clearly stand out?
- Who’s positioned as the expert in a high-margin category?

Because in a sea of lookalike businesses, differentiation is what earns their attention.

And in M&A, attention is what earns offers.

In this week’s edition of The Wise Exit newsletter, we're breaking down:

→ Why positioning matters more than scale at the deal table
→ 5 questions to test how buyers perceive your uniqueness
→ 3 actions you can take this week to become a category leader

Read the full newsletter and all previous editions of The Wise Exit newsletter here: 
https://lnkd.in/edgDsmh4

As founders, we're often told that there's only one way to sell a business. But I recently learned of a founder who saved $80M in fees using an approach you've probably never heard of:

It's called a Dutch auction.

Unlike a traditional sale process of creating a frenzy that drives your asking price up, a Dutch auction starts at the top, then ticks down from there until a buyer jumps. First one to pull the trigger gets the deal.

It's an interesting approach because we often think about dealmaking as this binary thing — price goes up, buyer pays more, everyone wins.

But there’s real psychology involved here.

And when structured well, a Dutch auction can unlock an entirely different type of leverage that removes friction and accelerates the sale process.

I was listening to a podcast the other day about a founder named Thomas Peterffy (who just so happens to be one of the top-30 richest people in the world).

When it came time to raise capital, he didn’t go the traditional route.

He IPO’d 10% of his business using a Dutch auction, saving $80 million in transaction fees in the process.

That’s the kind of creativity I love.

Because there’s no rulebook in M&A. There’s no one-size-fits-all structure. There’s just whatever gets the job done in the smartest, cleanest, most efficient way possible.

That’s exactly how we think about M&A strategy at Exitwise.

While most people want a playbook, we believe in building the playbook around the founder, business, and buyer pool.

Yes, sometimes that means running a traditional process.

But other times, it means thinking outside the box and writing a completely new one.

Founders: Is your business serving you... or are YOU serving it?

Think about it.

Some founders work 80-hour weeks (and weekends).
And pay themselves a minimum wage.

All for a "someday" exit, not really understanding how to choose a path that gets them there.

But the truth about reinvesting profits is there's no universal right answer.

Typically, there are 3 Paths once you've hit profitability:

Path 1: Pay Yourself

• Healthy compensation package
Run personal expenses through the business (cars, country club, vacations)
• Build sustainably
• Keep control
Limited focus on creating enterprise value

Path 2: Pay The Business

• Small salary
Reinvest in growth
• Higher stress/risk
• Bigger potential payday in the long run


Path 3: Raise and Run

• Pay yourself and your team
• Quicker growth
• Less control
• Race towards enterprise value and big exit

No one path is "better."

They're just different roads to different destinations.

The real question:

What kind of life (and business) are you trying to build?

Because your business should serve your goals.

Not the other way around.

Need help figuring out your path?

Or the business YOU want to build?

Drop me a DM.

What path are you on? 

Share below 👇

One of the hardest parts of entrepreneurship that nobody talks about:

It doesn't always work out.

I’ve been talking to a solo founder recently who’s in that exact spot. His business is profitable and growing. But he texted me the other night and told me something incredibly hard to admit:

“You’re the first person outside of my wife I’m telling, but I’m shutting it down. I just can’t do it anymore.”

And look, I get it.

Entrepreneurship isn’t supposed to be a never-ending pit of despair. You can do all the “right things” and still feel completely alone, especially when you're doing it by yourself.

Contrary to what the internet will have you believe, there’s nothing wrong with deciding it’s not for you.

This founder realized he wasn’t actually passionate about the industry, and it wasn't giving him the personal or financial return he needed to keep going.

That’s not giving up. That’s called self-awareness, and it's something not enough entrepreneurs talk about.

The bottom line is this:

Sometimes things just don't work out the way you hoped they would.

When that happens, oftentimes the bravest thing you can do as a founder is simply accept it and move on.

Your next opportunity is likely just around the corner.

-

Have you ever walked away from a business or thought about it? If so, I'd love to hear the story and lessons in the comments. Drop it below.

One of the questions we get most often from business owners? 

"How do we increase our company's valuation in the shortest amount of time?" 

And here's what I always tell them:

Don't waste your time tightening up org charts or over-optimizing your financial workbook. Yes, those things matter. But they don’t move the needle in the quickest amount of time.

The only thing that does?

Profitable revenue growth.

Not just growth, not just margin improvement, and not just churn reduction. It’s about lighting your revenue on fire (in a good way), but doing it profitably.

It's easier said than done; that's why not everyone is doing it.

So here's where to start:

- Where are the three biggest areas of waste in your company?
- Can you eliminate non-core products or services?
- How can you grow in the next 12 months without hiring more people?

And, I'd never advise someone to just go out and “buy” revenue, either. 

Because anyone can pump cash into Meta ads that generate unsustainable wins. 

That's why at Exitwise, this is where we spend a huge chunk of time with founders BEFORE going to market.

We show you the real valuation of your business today (not just what you hope it’s worth) and compare that to what you need it to be.

Then, we map the short-term and long-term game plan from there.

Every company starts somewhere different. 

But regardless of where you're at, if you want to increase your valuation in the next 60, 90, 180 days?

Your only focus should be on building a better and more profitable business.

Everything else is just noise.

There’s a lot of buzz around AI in every industry right now. But there's one space in particular I think will be disrupted the most in the next 5-10 years:

Investment banking.

Why? Because the harsh reality is that it's old school. It's manual, and it takes way too many people doing things that, frankly, don’t need to be done by humans anymore.

At Exitwise, we’ve got a huge whiteboard in the office with every single step in the M&A process.

And we're constantly asking ourselves a simple question:

Where can AI actually help us move faster, improve accuracy, or cut costs without losing the human expertise that really matters?

Not just to give our own team an edge. But also to pass that advantage back to our clients.

Because if you can run a smart sell-side process with a team of 2, instead of paying for a team of 20?

That's an entirely different outcome for everyone involved.

And one that I'm 100% committed to.

The calm before the storm…

Thank you to M&A Launchpad and Disrupt Equity for putting together such an incredible collection of buyers, investors, sellers, and practitioners!

And for inviting me to be on stage to support the mission of M&A education and professional connection!

Feras Moussa 
Casey Minshew 
Ben Suttles
Mandy McAllister

Selling your business can be a lot like preparing for your dream job.

And if you're not thinking ahead, you're falling behind.

Too many founders wait until they're ready to sell before they start thinking about strategic partnerships, ideal acquisition targets, valuation, market positioning, and buyer expectations.

But by then... it's often too late.

Think of it like this:

You shouldn’t wait until your dream job is posted to start updating your resume, networking, and sharpening your interviewing skills.

No. You’d hopefully do the work well in advance to ensure you’re the ideal candidate when the opportunity arises.

Mock interviews, mentorship, third-party resume reviews, and personal branding.

The same goes for your business.

Even if selling isn't on your immediate horizon, treating your exit as an ongoing responsibility means you're always prepared.

It's doing things like:
→ Understanding your market position and competitive strengths
→ Organizing your financials and operations for clarity and scalability
→ Building relationships with potential buyers and industry stakeholders

Because if you’re only thinking about an exit when you’re ready to sell?

Your likelihood for success will be far lower.

That's why I recommend all CEOs think about a future exit to ensure they:
→ Identify weaknesses
→ Practice the process
→ Improve their chances of success

So when your dream acquirer comes knocking on your door...

You'll be ready.

-

Need help preparing for your business exit? DM me and let's chat about it.

We’re currently testing something at Exitwise, and I need your help.

As we build more AI into our platform, one big question keeps coming up:

Should the face of our Exitwise AI be a generic avatar or a digital twin of one of the M&A Experts on our team?

On one hand, we could create a super clean, clearly not human cartoon avatar designed entirely for function, clarity, and expertise.

On the other hand, we could build my digital twin — my face, voice, and experience, all powered by our real data, insights, and deals.

Same value, just a totally different experience.

Both are built to help educate founders as they prepare for and navigate their exit. But the experience may feel completely different.

So if you were a business owner visiting our site, which one would you rather interact with?

Drop your thoughts in the comments below.

-

P.S. We're testing both soon, and your input genuinely helps shape what we build next. So let us know your input!

Selling your business is the hardest thing you'll ever do as a founder.

It's an emotional rollercoaster.

And no matter how well you prepare, exiting without disrupting operations is never easy. 

But here's the biggest challenge you'll face: 

You can’t be upfront with everyone.

Because if word gets out too early, it can create uncertainty and distractions. 

- Clients start asking questions
- Employees start running the numbers in their heads
- Teammates wonder if they'll still have a job

So if you want to avoid this? You need to keep your circle tight, and only include the core group of sales, finance, and operations leads.

To be more specific, the sales, finance, and operations teammates that will be necessary to HELP you sell the business.

The truth is, there's no perfect way to navigate the transition out of your business. But here's the advice I give to all our clients:

→ Keep your circle small: Only involve the key people necessary to complete the sale.

→ Never lie: If someone asks about all the “people in suits” visiting the office, have a response ready.

→ Be ready for the emotional side: Selling is hard. But so is handling the reaction from the people who helped you build it.

If you handle it right? The transition out of your business can be smooth. 

If you handle it wrong? You could create chaos and uncertainty that hurts the business (and the people who helped you grow it).

So prepare for the deal, and the emotions that go along with it.

But also prepare for how you communicate it when the time comes.

-

If you've ever sold a business, how did you handle your exit without disrupting daily operations? Let me know in the comments below.

After helping multiple founders exit their businesses for 7 and 8-figures, there are a few levers that are massively underrated if you're looking to boost your business value before going to market:

1. The right systems:

When you’ve got multiple clients buying similar services, you start to see where things break — what’s inefficient, where human effort is bloated, what needs actual fixing.

That’s when building automations starts to make sense. 

But it only works when you’re building from real client experience, not theory.

A lot of us as entrepreneurs are guilty of it. We build something, test it, then realize it doesn’t work the way we thought it would. But if you’re listening closely, it becomes obvious where tech or AI can reduce friction without losing the human touch.

And when you do that right, you can actually share the upside with your clients — better efficiency, lower costs, and a tighter relationship in the process.

That’s a message not a lot of clients hear, but it makes a real difference.

2. Actually understanding your EBITDA:

I don’t mean “adjusted EBITDA” that’s packed with personal expenses and wishful math. I mean, knowing how your business actually performs as it is today.

I've talked to too many business owners who run things through their company, artificially dragging down profitability. So when it’s time to sell, they scramble to justify it with a long list of add-backs.

But if you’ve been disciplined, or even just organized, you can quickly unlock a more accurate picture of the value you’ve created.

That’s what real EBITDA looks like. And it goes a long way in the hands of a serious buyer.

Nail down these two things, and you'll have no problem maximizing your valuation.

The biggest thing that kills business transactions isn't financial. It's emotional. You’d be surprised how many deals fall apart because the founder never asked a simple question:

“Am I actually ready to step away from this thing?”

Sure, they might say they’re ready.

But once the process starts moving along, you can feel it — the hesitation, the uncertainty, the doubt.

One of the things I always tell founders is that if you can’t picture what your life looks like after your business, how is a buyer supposed to?

Failing to ask that simple question is one of the fastest ways to kill your deal.

That's why we always walk founders through a few things to ensure they're actually ready for what comes next post-sale:

1. Spend time mapping your ideal outcome:

That means timing, deal structure, future role, everything. Clarity here gives you leverage later.

2. Get honest about what’s next:

Is it retirement? Another venture? Advisory work? Sitting on boards? What does the perfect post-exit life actually look like to you?

3. Understand your financial goals:

Not just how much you want, but why. How does an exit support the life you want to live for you, your team, and your family?

The harsh reality is this:

It’s not enough to just want to sell your company. 

You have to actually be ready —emotionally, financially, and operationally.

Anything less and you'll end up with a post-sale regret that's impossible to come back from.

-

Planning for what comes next after selling your business? Drop your questions below or DM me. I'm always happy to share from my own experience.

taplio

Brian Dukes's Linkedin Analytics

Brian Dukes

Performance ScoreBrian Dukes's LinkedIn Performance

What is Brian talking about?

Brian Dukes's Best Posts (last 30 days)

Ready to grow your LinkedIn presence?

taplio

.css-6ytdur{background-image:linear-gradient(284deg, rgba(39, 43, 72, 1) 0%, rgba(33, 47, 183, 1) 100%);color:transparent;-webkit-background-clip:text;background-clip:text;}Brian Dukes's Linkedin Analytics

Brian Dukes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Brian Dukes's LinkedIn Performance

What is Brian talking about?

Brian Dukes's Best Posts .css-1emoo84{font-size:var(--chakra-fontSizes-md);font-weight:400;color:var(--chakra-colors-gray-600);}(last 30 days)

Ready to grow your LinkedIn presence?

Brian Dukes's Linkedin Analytics

Performance ScoreBrian Dukes's LinkedIn Performance

Brian Dukes's Best Posts (last 30 days)