10 Worst Times to Sell Your Business as an Entrepreneur
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Summary
In this episode, I talk about the worst times to sell your business and why you should never sell in a down year. If you get value out of this video, give it a thumbs up and subscribe to the channel.
Transcript
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Thinking about selling your business, do you know what is the difference between selling
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your business at a good time and a bad time? It could be the difference between five times
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multiple, right? Meaning, you could have sold it at a bad time for $5 million because you have so
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much pressures. Four years later, $28 million. Three years later, $101 million. You know how
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I know this? Because I went through it when my business, I could have sold for $10 million
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because the stress was so bad. And I said, five more years. Then it's $50 million. And then I get
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an offer for $120. I said, three more years. Then the number was beautiful. When it closed and the
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money hits the bank, it's life-changing. But today, I'm going to talk to you about 10 worst times to
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sell your business. If you get value out of this video, give it a thumbs up and subscribe to the
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channel. So let's get right into it. Today, I'm having a call with a guy that runs a transportation
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company with his father. These guys used to do $60 million a year in 2022. He takes over. The
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business is at $20 million a year right now. If you're in the logistics business, you know how
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frustrating it is. A truck was worth $150,000. Today, they're selling you for $50K. And trucks
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are parked, not going out because orders are not what they used to be in 2022. So this guy's sitting
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there saying, well, maybe do I sell the business? Do I not sell the business? The stress is up to here.
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Infighting, all these things that are going on. And we had a lot of different conversations. So number one
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rule, when it comes down to selling your business, never sell your business in a down year. When your
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business is not doing well, the first thing you want to think about is I got to get out of this,
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right? Because you got three F's. Fight, flight, freeze, right? Some freeze, don't want to go to
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work, are afraid to make the phone calls. They don't call the clients back because they're worried
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they're going to cancel, right? You're freezing. It's not a leader and that's not you. You can't do
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freeze. Some want to fight. I'm leaving the industry. I'm so stressed out. I'll never forget 2010,
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2011. I'm laying in bed thinking to myself, all my savings has depleted to $13,000. I have so much
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stress, anxiety, panic, and I don't know who to explain it to. You don't have like a therapist
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you go to, right? It's not like you're talking to somebody. Everybody is following your dream,
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the vision you sold. One day we're going to be dot, dot, dot. I'm saying, did you make the right
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decision? How much can you get for the business right now? If somebody gave me $2.5 million,
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watch this. A guy comes to me. We meet at Beverly Hills Hotel. He knows who he is. If he watches
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this, he'll crack up. We're in the hotel. He says to me, if you partner with me, I'll get you $3
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million of which you can take $1.5 million off the table. I go in the room and I'm sitting thinking
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to myself, after having put 10, 11 years into this business, I'm going to sell this business and give
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up 50% for a $1.5 million check. I walked away. I said, how big do you think my vision is? That offer
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frustrated me and upset me. I came back and grew the business. Obviously, we sold for a lot more
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than that. What's the point there? But at the down year, when things weren't going my way, I almost
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made an emotional decision. You cannot be doing that. So fight, flight, freeze. You got to fight
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and figure out a way to come out of it. That's what you got to be doing. Number two, next one,
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you haven't done enough research to find out what you can do to increase the market value of your
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business. I remember it is 2017. We have a board meeting. One of my board members, I say, hey, I want to
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go sit down with JP Morgan Chase and all these other guys because I want to know my company's
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worth. A guy says, your company's worth nothing with the small EBITDA that you have. We're at this
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restaurant called Ocean Air. There's seven people there. Those seven know exactly which meeting I'm
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talking about. It gets very heated. I asked this guy to leave the board. I said, how dare you sit
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in this room here if you don't believe in it? I make the call. I call the guy that gave the money.
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I told him, this guy's got to leave. Didn't invite him back to the meetings that we were doing.
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But I said, I want to go to New York and sit down with private equity and investment bankers. We go.
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I sit down with companies that were selling businesses for $25 to $50 million. I went to
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companies that were selling companies for $50 to $200 million. And I sat with two investment
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bankers that would sell businesses from $200 million to a couple billion dollars. These guys
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were the big guys. So obviously, these guys kind of talked to me like this because we were not big
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yet. These guys were kind of like, you're going to get there eventually. And these guys were fully
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like, oh my God, we want your business because we can sell it right now for $38 million or $50
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million. And I don't want these guys. I want these guys. So I said, so tell me,
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what is the market right now paying for? Who are the biggest buyers right now? Is it strategic
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buyers? Every one of these guys, I did so much research and I'm taking those, taking those,
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taking those, taking those, taking those. They said, for a company your size, they're given
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five to seven times EBITDA. I said, five to seven times EBITDA? Yes. I'm not doing that. Well,
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you know, just that's what it is for the market right now. Whatever you do, it's five to seven.
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I said, who was sold recently for 15 to 20 times? The only people selling for 15 to 20 times EBITDA
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are the tech enabled companies. Can you give me some examples? What did they buy? What was
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the special about their software? The person that bought it, what did they with their software?
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They use the software for this. Really? Yes. Let's come back. We take the $10 million that
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we had raised. We took $3 million of it. We invested into our software, Bamboo. That software,
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eventually we put $5, $10 million into it and it took our company from being five times EBITDA
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to 15 plus times EBITDA. Why? Because we went and did research to find out what we could do
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to increase the valuation of the company and the multiples. That takes you going to industry
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conferences and interviewing with investment bankers to see what tips and what feedback can
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give you of the last 20 sales that are being done, who the buyers are, what they're paying for,
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why the valuation, and then from there say, I think we can do this to increase the valuation
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of our business. So don't sell until you do your research. Number three, interest rate matter,
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but this also has to do with market. For example, if you sell your company at high interest rates,
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what the climate is, money is expensive. You're not going to get the highest valuation for your
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business. Like today, a commercial real estate property that was $100 million is selling for
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$35 million. Why? Rates are so high. It's like, man, I'm not even wanting to do this. I'll deploy and
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I'll get rid of it, right? So when rates are low, we sold at a time where there's a part of it that's
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lucky. It was the last month of cheap money that was available. So when money is cheap, a lot of
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these aggregators or bigger companies are able to get a billion, half a billion, a couple billion
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dollars of money to go and pick up different companies. Let's just say if they're picking
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them up strategic or a regular investor that's coming in to buy PE, whatever it may be, right?
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So if you sell at a low interest rate, you'll typically get a better valuation than if you
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sell at a high interest rate. So you have to watch the market. You have to see what the market is
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doing like right now. If you look at 2023 IPO year, it was one of the worst years in IPO. Not a good year
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for IPO, but probably 24th, fourth quarter, maybe 2025 IPO is going to come back up. So there is
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also element of when you go public, when you sell, when you go through those things. It could be the
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difference between you selling for 50 million and a hundred million, or depending on what size
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business, it could be a hundred million or $300 million because interest rates and a market favors
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you. Point four, you haven't hired a consulting firm to see what feedback they can give you before
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going into the market. So you go hire a consulting firm and you sit down with them. You say, look,
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here's what I'm thinking about doing. This is my business. Here's what I got going on. Can you,
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from the outside, look at my business and see what areas of weakness I got to be able to increase my
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market value. So I'm ready to go out there and sell. So somebody will sit down, they'll look at
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your org chart. They'll look at your management team. They'll look at your numbers. They'll look
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at your technology that you have. They'll look at the markets you're in. They'll look at your story
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being told. They'll look at all of that stuff. Then they'll help you put a pitch deck together.
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And the pitch deck has to be a proper kind of pitch deck put together before you go onto the market.
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Those things where somebody sits there and says, well, I'm not, why would I spend a hundred thousand
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dollars or $200,000 to go with this consulting firm and do this engagement? Why would I spend that kind
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of money? Because if you spend a couple hundred thousand dollars with a consulting firm and you
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end up getting a bigger valuation for your business because you were able to get cleaned up within three,
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six, nine months, what is that worth to you? If you sell the business for 48 million instead of 32
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million, you're worried about $200,000. They made you 60 million additional dollars. So for you,
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if you're somebody that's thinking about selling your company, you want to learn more before you go
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into the marketplace, we run a company called Beddavid Consulting. You can go to our website,
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beddavidconsulting.com. Watch the two minute video at the top, how we differentiate ourselves
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from the marketplace. Then go watch the five by five approach that we take. You can fill out the
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information, watch the 22 minute video. If there's a way we can help you out, one of our reps will get
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ahold of you. You'll have a conversation and we'll see what we can do together. But if it's not us,
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hire somebody on the consulting side. There's many great ones out there. Hire somebody,
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sit down with them, see if there's a way that can help you increase your market value before you go
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out and sell your business. Number five, disorganized financial records. Why? Because typically businesses
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use a relative or a cousin or somebody's brother, sister. It's like, well, I went to school with this
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person and that guy's my accountant and they're independent accountants not working at a big
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accounting firm. I remember when I had to fire my accountant, nice guy, funny guy, overwhelmed. And
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every time I needed something next month, next month, next month, I can't afford to do that. So
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I went and hired a top 10. We worked with them. They made everything clear. So when I was going
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to raise money, the people I was talking to like, wait a minute, you've been doing accounting like
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this? Yes. Wow. You guys are this put together? Yes. Interesting. Great. Can we see your numbers?
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No problem. Contact our, boom. And then they would talk and the accountant said, we spend three times
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probably more money on our accounting fees, maybe five times more money. But when it came down to
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raising money, the investors were blown away with the fact that we were prepared. So take an audit and
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inventory about who manages your finances, your accountants. If it's not the ones that are ready
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for the next level, especially when you want to go sell, upgrade the accounting firm you're currently
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working with. Next one, running a business is hard. So number six, a lot of people want to sell their
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business, but they're burned out. This is the worst time to sell your business. Burned out means what?
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You're working so hard. Things are not going your way. You hired seven people. They all quit. You
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can't land a C-suite executive that stays with you. It's just so many different frustrating things
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that's going on. You're using a recruiting firm that they're not giving you the best people.
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It's just so many different things. So eventually you're coming home. You got, yeah, you're like so
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stressed out. You're like, I'm done. I don't want to deal with this anymore. Probably one of the worst
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times to sell when you're burned out because you're not ever going to be permanently burned out. Instead,
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use that moment to say, what do I need to do to improve as a leader? What courses do I need to
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take? Do I need to go take an executive course to become a better operator, better CEO? Maybe I'm
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not good as a salesperson. Maybe I need to study conflict resolution because I don't know how to
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communicate with them, but be straight up with yourself. If you have a person that's a coach of
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yours, they'll probably be able to give you feedback and say, consider working in this following area.
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But when you're having one of those years when you're burned out, immediately hire yourself a coach,
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recreate yourself, improve yourself because odds are everything rises and falls on you. Number seven,
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after losing a partner. So let's just say you guys had a 50-50 deal. You're running the company.
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Things are going great. He walks away. She walks away. You're by yourself. You're like, oh my God,
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that guy was our finance guy. He was our tech guy. He was the CTO. He was a salesperson. What am I
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going to do now? I better go out there and sell. And you kind of are panicking because the pressure is
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now all on you, right? The pillow officially got harder. It used to be softer because you could
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lean on somebody. What do you do now? Many people have gone through what you've gone through. It
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happens in business. People may have different life-changing events that's taking place that
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causes them to want to step away. This could be an opportunity for you to grow as a leader and sit
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there and say, I need to go find, recruit better people. And on that part, you need to maybe get
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better at attracting people, retaining them, recruiting them, engaging with them. There's a lot of
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different things. I've even made a video on this that I'll put the link here if you do
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want to find out a way on how to get better in the specific recruiting, hiring, and retaining
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aspect that causes a lot of stress. This would be a good video for you. But before selling your
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business because you lost a partner, take a step back to reorganize everything. And then six months
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later, things are going to be okay for you. Number eight, AI is disrupting your industry and you're
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panicking. What do I do? I'm not needed. What if this? What if that? Well, that typically happens
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with AI when the operator, the founder, the CEO is not proactive to go to conferences to see what
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others are doing. In our industry, there's a lot of FinTech conferences to go to. Whatever industry
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you're a part of, there's probably a lot of conferences to go to that talks about tech.
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How is tech disrupting your industry? How is AI disrupting your industry? How are some people
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using AI to leverage and accelerate growth? What are they doing? But if you're not doing the proper
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research and finding out what's going on, you're going to be left behind. There was four guys that I
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dealt with who were super, super knowledgeable about the insurance industry. Every 90 days, I would call
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these four guys. You know what I would ask him? Hey, let's call him Johnny. Hey, Johnny, so what's
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going on? How are you doing? Everything good? Yeah, so what's the latest with the insurance industry?
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Anything I need to know about? Yeah, you do. There's this new company that came out with the
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software. What is it about? Pow, pow, pow. Wow. Okay. That one company, yeah, what about it? They're about
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to go away with those two products. Really? What caused them? Because of such and such. Anybody else is
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going to follow their lead? We're concerned that these other two companies made. Whoa, one of them is the one
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I write. Great. Let me go do a little bit more research. What's going on with those guys? So you need to be
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involved with some of those influencers so you can kind of get some insight on what's going on in your
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industry. Nine could be you're going through a personal crisis. This could be a divorce. This
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could be marriage is not working out, and that's very hard. I'm not going to sit here and tell you
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it's easy. I've seen it. It's not easy. I always said marriage is the hardest thing you'll ever do,
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especially if you're an operator and doing that. You got kids. You got all things going on. When you're
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going through that process, if it's something that's tied to the nuptial and all that stuff in divorce,
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I mean, you got to follow the laws, whatever they may be. If it's not, sometimes things are very hard
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in your personal life. You know, you see athletes, sometimes they go through a lot of different
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things that they go through. How do you handle those? How do you manage those? You'll learn a
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lot about yourself when you go through those seasons. Unfortunately, it's not easy. And you're
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sitting there worrying about, well, what are people going to think about me? How am I going to handle
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my kids? My parents are calling me, my friends. I used to really be friends close with these guys,
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but they're taking her side or they're taking his side. This kind of sucks. What do I, all these things
0.99
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are part of it, but it lasts three to six months. You know why? Because everybody's dealing with their
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own set of drama that you don't know about. Everyone's dealing with something. Everybody is.
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They just don't tell you about it. Everybody is going through something right now, but they're very
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good actors and we don't show it. You're playing poker right now. You know it. So is the rest of the
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world. A part of your job when you're going through that, take a deep breath, reflect, have the right
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people around you, the right advisors, the right mentors to kind of help you throughout that
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process. I'm sure you got your right friends and people, loved ones that will help you go through
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it as well. But meanwhile, you chose to start a company. Nobody told you to do it. You didn't have
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to start a company. Why don't you just go be a barista at Starbucks? Why don't you go work at a
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regular place? Who told you to work this? Go work at a movie theater and check tickets. You don't have
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to start a business. That was your choice. Now you got to get the job done to finish it up and you're not
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there yet. So when that happens and it's a personal crisis, you still got to take the lead. Not telling you to
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be a robot. There's going to be moments you have to step away and go enjoy, you know, go have your
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moment to reflect. But at the end of the day, if you're a leader, you got to go through that season
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as well. Last but not least, you only have one buyer. Never sell when you only have one buyer.
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I've been through that before. When you have one buyer, here's what you do. I personally can tell
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you I did that. You'd call the buyer like, hey, so we're getting a lot of other offers. Yeah, we're
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probably not going to respond for another month or maybe two months. But yeah, if you do, great.
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Congratulations to you. You know, if you see something that's a better offer, all the best
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to you. And you're like, no, no, no. You know, we're willing to. They know that you don't have
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another offer. So they can go lower and lower and lower. Makes sense. So what do you do in a
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situation like that? Maybe you have to regroup and take your company off the market and say,
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I'm not selling. That's what we did. But yeah, we're not selling. Second time around when we went
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through it, nearly 17 offers. You know what happens when you got 17 offers and your investment
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banker calls and says, hey, this is all I'll tell you. You got 24 hours. If you don't make
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an offer, we're putting you out of the deal. No, no, no, no, no. I'll get you an offer tonight.
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Okay, cool. But I'm telling you tomorrow you're out. No, I'll get you the deal. No problem.
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And when will you close that? So you see now you have leverage, right? So if you only have one
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offer on the table and you sell, they own you, they control you. If they fall for the trap that
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they think you have multiple options, well, then good for you. But for the most part, buyers know
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when you're bluffing, especially when you're dealing with a big amount of money that you're
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about to sell that's life-changing for you when you've never made this kind of money before.
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You're going to act in a different way and they're going to know it. If you got value out of this video,
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give it a thumbs up and subscribe to the channel. And if you're watching and saying, man,
00:16:11.640
I got a question for Pat. I specifically want to ask you a question. No problem. Download the app,
00:16:16.440
Manect. You get to pay to ask any questions from experts, consultants on the app, Manect.
00:16:22.420
If you want to ask me a question, I can text you back or respond back in an audio,
00:16:26.520
or I can respond back in a video. Or you can Manect with Tom. If you know Tom,
00:16:30.620
you've seen him on the podcast with me, BizDoc. He's been involved in doing nearly 20-something
00:16:34.900
deals, selling or raising money for close to $2 billion. If you want to ask Tom any questions
00:16:40.040
in this area as well, he's an expert in this area. Having said that, take care, everybody. Bye-bye,