Breaking Down the Exit Planning Process (Part 2)

Fri, 08/19/2022 - 08:00

Written by: mernzen

Breaking Down the Exit Planning Process with BEI Member, Laura Troshynski (Part 2)  

Laura Troshysnki, JD, CExP®, FNBO, is the Senior Director of Business Owner Advisory Services at First National Bank of Omaha. Laura started her partnership with BEI about a year ago, achieving her Certified Exit Planning designation and has implemented the tools from the BEI Planning License in her work. 

 

Last week, we learned how Laura got started in the Exit Planning industry, and specifically how she gets clients started in the process. She discussed how BEI’s training has helped her and her team produce deliverables to their clients, as well as what the initial Exit Planning conversation typically looks like. Hinting at the importance of a solid, yet adaptable process, we will use this week’s blog post to cover the second half of the interview with Laura, which details more about her proven process.  

(Read last week’s blog to catch the first part of Laura’s interview!)   

 

BEI: It seems like your approach to Exit Planning is done in phases versus doing an entire comprehensive plan all at once. We see that a lot across the board. It makes a lot of sense, especially in today’s business environment, to help business owners focus on their top priorities first and then come back to some of the other aspects of the plan. 

Regarding your team, do you have an advisor team internally, or do you bring in outside advisors based on the roles you need?  

Laura:  

We make it a priority that the customers we work with must have an advisor team as they work through this process. A lot of people who come to us already have their CPA or their attorney, and then we always recommend a financial advisor to join that crew. If they do not have one already, we have financial advisors within the bank that we can recommend to them.  

We just want to make sure that all the pieces of an Exit Plan are being considered at the same time. If a customer doesn't have the resources, we are always happy to provide recommendations – but to start a team, we find it’s important to have an attorney, an accountant, and a financial advisor. Then, depending on what their needs are, they may need to include a business broker, an insurance professional, or someone else to facilitate various pieces of the plan.  

Assembling the team early is vital in making sure everyone is on the same page and that we are looking at the Exit Plan from all angles.  

The Role of the Advisor in the Creation of an Exit Plan

 

BEI: In your experience so far, are the business owners you've worked with willing to go through the Exit Planning Process and what does their participation look like?  

Laura:  

Absolutely. We still run into the challenge of business owners being busy. They are so busy running their business on a day-to-day basis that it’s hard sometimes to find time to focus on planning work.  

That is a challenge we want to help with. We can come up with a plan that will hopefully not be as overwhelming and Exit Planning will seem less intimidating. 

The willingness is there – it is often the time and ability that is the issue. That’s why prioritizing is so important because if there is so much to be done, starting with the top 2 or 3 things they can do right now helps these customers a lot.  

The value of having a structured, phased approach has helped a lot with the battles of hesitancy and time constraints.  

 

BEI: By addressing some of their top priorities that you help them identify with your needs analysis, does that seem to validate the importance of the Exit Planning Process to them? Do you find that they are then more willing to continue and move on to the next phase?  

Laura:  

I think so! One thing we have learned in working with customers is to not undervalue getting one or two things done. For example, if someone comes to see me and they have not met with their attorney in ten years and they do not yet have a will, even if they complete that single step, that’s a big one!  

I think the concept of transitioning a business is so big that it can be so overwhelming. If we can get people to take incremental steps , they will ultimately be more prepared. That is what we work to answer: What can we do to help people be more prepared and be more comfortable when they get to that transition point?   

 

BEI: How have you integrated the BEI EPIC software and what is your experience given your phased-based approach to Exit Planning?  

Laura:  

I am a big proponent of the EPIC software. The Business Continuity instructions are something that we use more than anything. We noticed that regardless of timeline or desire to transition, getting a plan in place if something were to happen is important to all business owners.

We have had customers say they aren’t interested in Exit Planning because they won’t be transitioning for 15 – 20 years and our response is that we can, at the very least, produce some business continuity instructions. It is fairly quick to do and can help them right away. That is almost always a component of a plan recommendation as well.  

As far as the plan goes, we have found a lot of value in physically giving the customers something. It is quite easy to have conversations over and over, but we wanted to be able to hand over a checklist. With the EPIC software you have the ability to craft a plan, but it is also beneficial to have access to the library of resources and recommendations based on things that BEI has seen repeatedly over the years.  

I come up with what my recommendations are, but I still reference the library within the software to think about anything else that might apply to the situation at hand.  

As far as the value driver assessment, the workbooks, the brochure – those are helpful tools to take things to the next level and really make sure nothing is missing and there were no misunderstandings. We have utilized everything across the board.  

 

BEI: Earlier you mentioned working with agriculture – have you been able to go in and customize anything in the system specific to those types of scenarios?  

Laura:  

Yes! I personally have gone in and made customized recommendations in my own library. There are a lot of specific ag-related considerations, as well as family dynamics, so I have created a library of things to use in those instances.  

It has also been helpful to be able to store and re-use things that we’ve come up with in one place. I think it’s good that all of our plans are in one place and documented and we can track our progress along the way.  

 

BEI: How are you managing that process once you have it in place?  

Laura:  

I like the accountability tracker. It gives me a good reason to reach out if we are stuck or aren’t making progress. Whether it’s the owner or another advisor, it’s helpful to say, “Hey, the accountability tracker is red so we’re behind or past due on our tasks.”  

I think that’s the hardest part of this process. There are so many people involved and so many moving pieces that all depend on one another. Having the ability to track it all in one place is key when everyone is busy and has lots to do. 

Seeing the checklist and monitoring the progress based on who is responsible for what has really made a difference. Keeping the quick list recommendations is also helpful for me to reference often to check things off and show the business owner that we are making progress and we’re getting there.  

 

BEI: How involved is the business owner in this process? Do you update them when tasks have been completed?

Laura:  

I have seen a variety. There are some owners who really want to focus on this and want to meet once a month. Others ask us to talk to the office manager and have that person reach out to the team of advisors to get updates. I always try to provide regular updates – whether by email or “just checking in.” 

For the most part, many of them want to be involved. Sometimes, they want to set up meetings with members of the team of advisors on their own and talk to them individually, other times the updates just come from me.  

 

BEI: How open are these other advisors to getting involved in the Exit Planning Process and what does their involvement look like?  

Laura:  

I have had a great response. I think there is a little bit of a lack of industry awareness on the role of the Exit Planner as opposed to the attorney, the accountant, the broker, etc. I think making sure that I am clearly explaining my role and making it known that I am not here to do the job of any of them or step on toes.  

It is our job as Exit Planners to streamline the process and come up with priorities, and once that is communicated, we generally get a good response.  

When I was in private practice, I remember having people come to me asking for very specific things but would leave out that it was part of the bigger picture. I think being able to provide the big picture is helpful for this and for motivating their involvement.  

 

BEI: Is there anything else that you have implemented alongside the BEI Exit Planning Process that you have found success with in your exit planning engagements?  

Laura:  

We are really trying to do what we can as far as implementing blog posts and other marketing materials, as well as being active in the community is important. We just want business owners to be aware of the benefits of Exit Planning and to be thinking about it.  

We try to:  

  1. Provide education to our customers who we are not currently working with, or anyone really as it’s public on our website.  
  1. Make sure we continue to educate ourselves, meet other people in this space, and share best practices.  
  1. Put emphasis on the emotional side of this by doing specific training on family dynamics, problem solving, etc.  

We want to make sure we can produce the plan with all the technical pieces and provide education, but we also want to account for some of the intangible aspects of Exit Planning that you don’t always have top of mind.  

 

BEI: Going into your second year of this, since your launch, how many engagements or plans have you started?  

Laura:  

As of now, we are a full-time team of three and we are adding another member soon. I would say each of the three of us is working with 15-20 people at the moment.  

 

BEI: Is there anything else you would like to share in terms of advisors looking to add Exit Planning to the work they are doing with business owners?  

Laura:  

Don’t underestimate how important Exit Planning is to business owners. We sometimes think of an owner’s personal life and business life as separate and that is not exactly the case when you are working with someone who has started the business themselves. The separation is not always there. If a business owner is willing to talk to you and put trust in you, this is a pivotal moment in their life.  

 

BEI: Have you seen any trends in the plans that you are working on?  

Laura:  

I would say that with the agriculture clients, internal transfers are generally the most common path. In fact, most of the business owners I am working with, even in other industries, are looking at an internal transfer.  

I think part of it is because of the emotional aspect of Exit Planning. I think it appears to the business owner to be easier to exit or cut back if they are leaving the business with a trusted family member or employee. That said, I also have clients who are happy to look at a third-party sale.  

 

Regardless of the exit path, having a process and keeping up with Exit Planning education has proven to make a world of difference for Laura and her team. 

Interested in learning more? 

  1. Follow Laura on LinkedIn to stay connected! 
  2. Listen to the full interview recording at the link below. 
  3. Schedule a meeting with BEI today to see how you can start using a process to help reach your client’s goals. 

 

Watch the Interview Recording with Laura Troshynski

Breaking Down the Exit Planning Process (Part 2)

Breaking Down the Exit Planning Process (Part 1)

Fri, 08/12/2022 - 08:00

Written by: mernzen

Breaking Down the Exit Planning Process with BEI Member, Laura Troshynski  

Laura Troshysnki, JD, CExP®, FNBO, is the Senior Director of Business Owner Advisory Services at First National Bank of Omaha. Laura started her partnership with BEI about a year ago, achieving her Certified Exit Planning designation and has implemented the tools from the BEI Planning License in her work.  

This blog post, as well as next week's article, will detail an in-depth interview where Laura describes how she got into the Exit Planning space, what has helped her in engaging clients, and how she breaks down the process to steps that make sense for her and her team. 

 

BEI: Tell us about yourself, your practice, your background, and how you got involved in the Exit Planning industry.  

Laura:  

Prior to my current role, I was a private practice attorney for about ten years in North Platte, Nebraska. Being involved in the industry for many years alongside my father, businesses and family businesses are very important to me.  

While in private practice, I focused much of my attention within the areas of estate planning, business transition, and general business. About three years ago, I made the move to First National Bank of Omaha in the trust department and really enjoyed working with the customers. 

Through this work, I realized they were spending a lot of time looking at their personal transitions. When my current position opened in the Business Owner Advisory Services division, it was a great transition for me and provided the opportunity to not only look at succession planning, but also combine the things I had learned in private practice with my responsibilities at the bank.  

While the Business Owner Advisory Services division is a relatively new practice area, we have focused on building the team and are excited about the work we will be able to provide for our local business owner community. 

 

BEI: In your current position, what percentage of your time is spent doing Exit Planning, and what other offerings are you providing with the bank?  

Laura: 

Right now, I am doing full-time Exit Planning. About four years ago, the bank started noticing that we had a lot of customers who were looking at retirement and talking to their lenders and other advisors at the bank about it. Therefore, we wanted to make this a priority – it was very important that we build a team that could focus solely on business owners and their exits. 

We spent about a year working with BEI, building out a process, and building our team so that we would be ready to focus on this full-time.  

All day every day I am doing Exit Planning. I am working with business owner clients to look at transitioning their businesses and finding the right path for them.  

 

BEI: Having gone through BEI’s training, how did that prepare you to build out the process you have today?  

Laura:  

It was especially important to us that every member of our team put a priority on education. Every member of our team either is, or will become, certified through the BEI designation process.  

To start, I thought that boot camp was a great refresher for a lot of things. There are always areas that each individual focuses on more depending on their role, so having a high-level overview of all the things that can come up as you are looking at an Exit Planning engagement is a great first start. 

John Brown did a great job of walking through not only what process BEI recommends, but also some other scenarios and strategies that he’s seen come up over the years to help in engaging business owners. Overall, it was a very helpful program.  

As I was working my way through the modules required of the certification process, the learning and testing over that knowledge was something I hadn’t done in quite a while. This was an effective way to look at aspects of Exit Planning that I had not worked with as frequently. 

I was able to see what areas I needed to brush up on a bit more and seek out additional resources on those topics. Not only was it a good refresher on things we already knew, but it was also helpful to pinpoint some of the areas to improve on as a team.  

I found the most valuable piece of BEI training for me was the final test of the certification program – which is to create an Exit Plan for a given scenario. It was great to be able to walk through a problem to ensure we could spot the challenges of the specific situation and really come up with a comprehensive Exit Plan based on the best-suited exit path

It was important to us as a team to be able to have a deliverable for our clients.  

We didn't want our customers to just think that we were having conversations with them that weren’t going anywhere. So, getting to that final test – and then through our continued work – being able to have written documents that say, “Here is an Exit Plan, the things we want to implement, and the measures we’ll take to track it...” was valuable as we were learning how to make our process efficient for our own learning and for our customers.  

Enroll in an upcoming bootcamp

 

BEI: Knowing that you are working with all internal clients and aren't yet networking outside of the bank, how many business owners do you think that First National Bank of Omaha represents?  

Laura: That is hard to quantify, but we have had a much better response to adding Exit Planning services than we even anticipated. This goes to show how many people are really looking at exiting and realizing the benefits of Exit Planning.  

We wanted to make sure we were getting our message out there about what we were doing and so far, our response has been overwhelming. There are so many people looking into this because there's so much that goes into it. We have traditional businesses that want to sell the business to a third party, business owners who are looking to transition their business to their kids, and we even do quite a bit of work in the agricultural space which comes with its own set of considerations. 

So – we've been very busy!  

 

BEI:  Let’s talk about the approach you take with your internal clients: How are the Exit Planning conversations being started? How are you identifying the opportunities? Who is explaining the process?  

Laura:  

Conversations start in many ways, either with the lender or someone from our department. Typically, someone identifies a customer who may be a fit based on things that are coming up in other conversations. Once a potential customer is identified, our Business Owner Advisory Services team will schedule a meeting with them to discuss what their needs might be, and we take it from there.  

Sometimes the lender is involved in that conversation, sometimes they are not dependent on what the customer wants and needs. It has worked well for us to have some options and flexibility in that area.  

 

BEI: In that first meeting, what are you typically using with that client to help guide the conversation? Do you use BEI tools like the workbook or brochure, or do you have some other method of beginning that interview process with the client?   

Laura:  

It has worked well for us to have the assessments online as something we can send to the customer so they can fill it out for themselves after the initial meeting.  

In the first meeting, I focus on really getting to know the customer and talking to them in a way that shows I am listening to them. There is obviously a lot of information we need to gather from them as far as financials and things like that, but we first and foremost prioritize the emotional aspect of this process and getting to know their goals. 

After all, it’s their lives’ work that we are talking about transitioning. I want to really get to know them and be sure I can take away the things that are most important to them. We don’t want to be focusing on areas that they may have no interest in, so listening is critical.  

After the first meeting has concluded, we’ll send them the online assessment so we can make sure what I am hearing at the meeting aligns with what their priorities actually are. From that point, we put together a high-level priorities sheet so they know what they need to focus on in the beginning phases of planning.  

 

BEI: Did you have to do any training upfront on how lenders or whomever should bring up Exit Planning to prospective customers?  

Laura:  

I was pleasantly surprised in beginning this work to discover that these conversations about transition have been going on for years and years. People are typically so comfortable with their banker, and it seemed like that is where the conversation would begin naturally. We had some discussion about things to look out for, but all-in-all, they were already doing a good job of having these conversations organically during standard conversation.  

Now, having these services available is the next step as far as having someone dedicated to moving them through the process. 

So what exactly does the process look like following the initial conversation? Laura’s interview continues and in next week’s blog, we will dive deeper into how a repeatable, yet adaptable Exit Planning Process has helped her and her team with their Exit Planning engagements. Stay tuned for Laura’s take on building an advisor team, an owner’s willingness to participate in planning, and much more!  

To watch the recording of the full interview with Laura and BEI’s Doug Easton, visit the link below!  

Watch the Interview Recording with Laura Troshynski

 

Breaking down the Exit Planning Process Part 1

You Can Only Strike Oil When You Dig Deep Enough

Fri, 11/26/2021 - 08:00

Written by: JMongaras

In this edition of Behind the Scenes, we interview Lawrence K. Bogar, AEP, AWMA, ChFC, AAMS, LUTCF, an associate member of MRA Advisory Group. Lawrence provides comprehensive continuation planning services for business-owning individuals and families. Lawrence designs and implements personal and risk management programs. Knowing that many family-owned businesses fail to survive to the third generation, Lawrence also designs exit, continuation, and succession planning for small to midsize privately held businesses.

Why did you decide to work with business owners to help them exit?

Lawrence: I started out in a firm that specialized in estate planning and risk management for individuals. When the estate tax basically went away in 2010, that eliminated most of my customer base. When the tax came back, it was still high enough that it wiped out 85% of the customers I worked with. I was at an age where retirement wasn’t an option, so I had to ask myself what Plan B was going to be. It turned out that a majority of the clients I worked with were also business owners. They had assets they wanted to and needed to transfer from one scenario to another, from one generation to the next. I saw a need with those clients in transitioning the business. I was already helping them with estate planning and risk management, so it was just a matter of pivoting to focus on the business transfer itself.

Things change quickly and you must be able to pivot what you are doing with clients in order to be successful and to show your value to them. Just in the last year and a half, we went from talking with clients about transitions, exiting their business, business continuation, and now we are focused on talking to them about survival. No one was prepared for a shutdown. With businesses going through bankruptcy or closing their doors entirely, it’s requiring new demands and we have to try and stay ahead of that.

Tell us about an unexpected challenge you have encountered working with business owners. How did it impact you or your practice and how did you overcome the problem?

Lawrence: One of the biggest challenges I face is actually getting the business owner or owners to understand that one day they’re going to leave the business. They will either walk out or be carried out, but either way they are going to go out the door. Most think that they will live forever, or they will be involved in the business forever, and so you to get them thinking in realistic terms.

Then once you get them to understand that they can’t continue forever, the next thing is looking at if they created a "value business" or a "lifestyle business". With businesses that manufacture a product, there is the business, but there are also assets that you can sell and transfer ownership to. But there are also businesses where the owner is pulling as much money out of the business as they can, but they may not have the assets to sell that would allow them to continue the lifestyle they maintained by running the business. That’s a very big challenge because then you have to work with them to restructure the business and build that value they need. 

Another challenge that I see that has to be overcome with planning is blended families. One of the first cases I had years ago was a gentleman that built an entertainment complex with a nice restaurant. He didn’t want to hear anything about estate planning or Exit Planning. Well, as it sometimes goes, he unexpectedly passed away. As we found out later, it turned out he and his wife had separated 20 years prior, but never legally divorced. The woman he had been with for 17 years and built the business with didn’t have legal ownership of anything. To make matters worse, the son that took over the business had no knowledge of how to run the business. Six to nine months later, the son had run the entire business into the ground.

That situation helped me realize that you have to really dig deep past the surface-level conversations because things can get complicated quickly. That was an area I really had to work on because I am a technical person, and so by nature, I want to check things off a list and move on to the next. I really had to learn how to appreciate, understand, and work with the emotions of the owners and the families. On paper, everything may have been done right but tapping into the emotional drivers of the client is where your value is provided. The earlier you discover those drivers and any landmines in the path, the easier it is for you to deal with it.

How has your involvement with BEI impacted your practice?

Lawrence: BEI is the backbone. For me, you cannot get the job done properly without the infrastructure that BEI provides. EPIC is the foundation that gives me everything I need in a software platform and spreadsheets. I’ve seen cheaper versions and other companies that have tried to produce something that will get it done, but they are lacking. BEI saves me the headache of trying to invent the infrastructure I wasn’t qualified to do.

How has adding Exit Planning to your practice broadened the work you do with business owners?

Lawrence: The conversations with owners shift because you have to get them thinking about things differently than they did while building and running their businesses. I always pose the question, what happens if you’re not here for the next month? If their answer is they’ll close the doors, then the business isn’t worth anything without them. Then you have to get them thinking about 90-95% of their family’s net worth is tied up in the business, and if that goes south it can be life-altering for the entire family. Almost every owner will tell you what they pay themselves is what they live on, but the reality is most owners have expenses that go through the business. So, I always tell people, "I need to know what you actually require to maintain your lifestyle to then determine whether or not the value of your business will provide you with the resources that you require to maintain that lifestyle.” Whatever lifestyle an owner wants after exiting can have a roadmap to get there, but you need to be very clear where the starting point is.

Do you have any advice for another advisor in the industry?

Lawrence: The first thing I would say is that you truly want to develop your relationships with other centers of influence like accountants, attorneys, risk management people, etc. The caveat is that the longer-serving COIs have relationships they are already comfortable with, and they are already winding down. You need to find new people who are in the same boat you are, looking to grow their practice and develop new clients. Have lunch with an attorney you're looking to build a relationship with, or with a CPA you're looking to build a relationship with, or evaluation specialist, or a risk management person, or a prospect. That is an investment of your time.

Follow us on LinkedInFacebook, and Twitter to stay up to date on all current Exit Planning news and trends.

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Family Business Transition Planning or Three-Dimensional Chess?

Fri, 10/29/2021 - 08:00

Written by: JMongaras

In this week’s blog, we interviewed Kathleen Hoye about the complexities of inside transfers. Kathleen Hoye is a Consulting Principal at MCM CPAs & Advisors in Louisville KY, where she directs their Family Business Advisory Services. She is a Fellow of the Family Firm Institute where she holds an Advanced Certificate in Family Business and Wealth Advising and is a Certified Exit Planner through the Business Enterprise Institute. Kathleen has 25 years of experience providing technical assistance to businesses of all sizes and industry sectors as an economic development professional and practitioner.  

Why did you decide to work with business owners to help them exit?  

Kathleen: We invited John Brown to speak at one of our events when I was directing the Family Business Center (FBC) at the University of Louisville back in 2017. Since the FBC primarily focused on educational resources for the family business community, I had him come out and speak about the Exit Planning process. John’s approach in ensuring a successful exit is to focus the process on the current owner. An owner-first, versus a family-first or legacy approach, is not the typical way in which family business advisors approach transition.  

John’s approach offered a single point of focus for really all the succession work that I was already doing with families up until that point. It presented an opportunity to get families aligned by focusing on making sure that mom or dad could retire successfully. From there, I sought to better understand what the current owners really wanted, and how they wanted their succession plan to take shape. I was then able to help owners understand how potential plans could affect the rest of the family. Many of the organizations I worked with had the misconception that the standard Exit Planning model was too dismissive of family dynamics or legacy considerations, but this was merely a different pathway to get there.  

Tell us about an unexpected challenge you have encountered working with business owners. How did it impact you or your practice and how did you overcome the problem?  

Kathleen: One of my biggest challenges is applying the Exit Planning model to family firms with multiple owners. It’s not uncommon for me to work with more than four different owners, get them all to agree on an exit strategy, and still meet the needs of the enterprise. I often feel like I am playing three-dimensional chess.  I am currently working through a plan right now with a group of eight sibling owners and I have been interviewing them individually to understand each of their goals. The planning process is a lot more time-consuming and complicated when you are working with multiple owners with different goals, motives, and aspirations.  

Another challenge I come across regularly is the misalignment of family members. I will start an Exit Planning project only to discover the chosen successor wants nothing to do with owning the business. There's this notion of predictive trust where you think you know what someone is thinking, or what they're going to say, because you've known them for so long. So, you never really bother to ask or verify. This is exactly why you need objective, third-party team members to come in and ask the obvious questions about the family’s concerns. 

How has your involvement with BEI impacted your practice? 

Kathleen: I have found that I have to educate my clients while I am marketing my practice If an owner or their advisor is ill-informed of the current tax changes, potential exit paths, or how to construct a proper buy-sell agreement, an owner could be putting a lot more at risk than they think.  

I have especially found the BEI newsletters to be a great tool to help educate my current clients and a great way to attract new clients. I customize the newsletters to only send out family business-focused content. I use the BEI Resource library frequently, whether it's looking up an article on compensating key employees or creating a business continuity plan.  

Because of COVID I haven't had as many opportunities to go to in-person conferences, so I get a lot of value from being involved in the monthly virtual practice groups. We come from different backgrounds, and that perspective helps when we run different scenarios past one another and talk about ideas.  

How has adding Exit Planning to your practice broadened the work you do with business owners? 

KathleenExpanding my practice to include Exit Planning services has definitely opened up the opportunity for more referrals because there are people that don't even consider themselves to be a family business coming through my door. Because I now have my CExP certification, I can help with a standard transfer, but what I have found is there is a family element in just about every business transition, even if they don't consider themselves a family business. 

For example, recently I was presented with a classic estate planning project where the spouse has voting control of the business in the event of the owner's death. Like we have seen time and time again, the owner and his wife never had that conversation. Once they realized that the wife didn’t want voting control, they had to come up with an alternative plan. I have learned to always consider what the unintended potential impact on the owner’s family may be based on their current transition plan.  

What advice would you give a new advisor? 

Kathleen: I still haven't been able to crack the code on how to get all the owner's advisors to the table at the same time. It’s challenging to not let the group of advisors fall into silos with the business owner in the middle. My advice would be to establish yourself in the quarterback role with all the team members as quickly as you can.  

I would also suggest networking with as many people in other related disciplines as you can. Learn about how they approach a business transition. Keep reading, stay curious, and participate in networking opportunities where you can be part of the discussion. 

Nobody works hard their whole life to build a business only to have it destroy their family. It's extremely important that business owners have someone who knows how to bring the family together and have those essential discussions, and create an atmosphere where people can weigh in to buy in. Even if an owner may not think their business is a family business, their decisions are going to invariably affect their family one way or another. That’s why you hear people say “Communication is the Holy Grail” when it comes to business-owning families.  

Follow us on LinkedInFacebook, and Twitter to stay up to date on all current Exit Planning news and trends.

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