The moment you step into business, you also step into an exit—even if you don’t realise it yet. Over the years, I’ve seen too many people pour their heart and soul into building something only to stumble at the finish line because they didn’t think about how it would all end. That’s why I’m such a believer in planning for an exit as early as possible. It’s not about being negative or assuming things will go wrong; it’s about being deliberate. If you start with the end in mind, you shape your decisions differently, and you usually end up with a more valuable, more resilient business.
Watch the whole recording here.
One of the simplest ways I explain it is by comparing business to home ownership. You never really stop renovating a house—there’s always something to fix, improve, or adapt. Business works the same way. You’re constantly growing, pivoting, or rethinking, and if you haven’t planned for what happens when you eventually step away, you’ll find yourself patching up cracks under pressure rather than by design. The real power is in treating your exit plan like the airbag in your car—you hope you never need it, but when the unexpected happens, you’re glad it’s there.
I once worked with a family business that had no plan at all. Two brothers had built it from scratch, full of energy and ambition, but when the business reached maturity, conflict set in. They hadn’t put any agreements in place, and when the pressure mounted, one brother had to exit under messy circumstances. They lost money, time, and relationships that could have been preserved if the conversation had happened earlier. Compare that with another client who mapped out succession from day one. Because they had clarity on whether the business was to be passed down, sold, or scaled for a buyout, every major decision along the way supported that end goal. The difference in outcomes was stark—one story ended with regret, the other with a smooth transition and financial security.
The business life cycle helps frame this thinking. At startup, you’re full of ideas and energy, but the key is asking whether your structure and decisions allow flexibility for the future. In growth, cash flow and scalability become central—you want to be building not just for today but for the buyer or successor who comes later. By the time you hit maturity, you need regular valuations, market checks, and strong leadership succession so you’re not caught out. Then there’s the pivot stage, where complacency often creeps in. This is the danger point, where businesses that don’t reinvent themselves risk decline. And finally comes the exit, ideally one that feels deliberate rather than forced. The truth is, most businesses cycle through pivot and reinvention several times before the final handover, but having a plan makes each transition less daunting.
Valuation is another area where preparation makes a huge difference. I’ve seen owners shocked when their businesses were worth far less than they imagined, usually because years of minimising tax had left the books looking weak. On the other hand, those who treated tax as part of a bigger strategy often reaped the benefits of higher multiples and smoother sales. I remember one case where a key employee agreed to restructure their bonuses in exchange for equity, which boosted the EBITDA and positioned the business for a far stronger offer when it hit the market. Those sorts of deliberate decisions don’t happen overnight—they’re the result of forward planning and honest conversations.
And those conversations can be tough. Whether it’s with a business partner, a sibling in a family company, or a group of shareholders, not everyone wants to talk about what happens when things end. I’ve seen avoidance turn into real pain later on. In one situation, a sudden death left a business tangled in personal assets, outdated warranties, and eight shareholders without a proper agreement. It took years to unravel. As confronting as it may feel, the earlier you sit around the table and thrash it out, the easier life becomes for everyone involved. The best time to draft agreements and make decisions about valuation methods, buy-sell terms, and succession isn’t when tensions are high—it’s when everything feels calm and optimistic.
What strikes me most is how similar exit planning is to fundraising or even estate planning. All require clarity, documentation, and foresight. All benefit from the right advisors—your accountant, your lawyer, your broker—working alongside you early, not just when the deal is on the table. These aren’t people you hire simply to lodge a tax return or check contracts; they’re partners in shaping the future of your business and your wealth. I’ve always been adamant that if your advisor isn’t stretching your thinking or preparing you for what’s next, it’s time to change them.
So if you’re running a business, whether you’re two years in or twenty, the message is simple. Start thinking about your exit now.
Revisit it regularly. Talk openly with your stakeholders. And invest in the right team around you. An exit doesn’t need to be a crisis point—it can be the most rewarding part of the journey if it’s done with foresight and purpose.
If this resonates with you, let’s continue the conversation. I’d love to hear your own experiences, the lessons you’ve learned, or the questions you’re still grappling with. And of course, I’ll see many of you at the Masterclass, where we’ll dive deeper into these strategies together.