Ep.#5 [THEME NINE]   In this podcast episode, I interview Anthony Taylor, an entrepreneur and founder of SME Strategy Consulting, who shares his expertise on the critical importance of strategic planning in achieving alignment between ownership and leadership. Drawing from his experience in entrepreneurship and insights from his book "I Wish I Knew," Anthony discusses how a well-designed, realistic strategic plan can serve as the foundation for aligning ownership and leadership objectives, ultimately leading to team alignment and business growth.   I love this conversation because we dive into setting ambitious goals while taking into account ownership requirements, funding distribution, and available resources to achieve target equity valuations. The discussion aims to assist businesses in comprehending the costs and timelines linked to their investment strategies, as well as the effect of these factors on their progress towards meeting equity targets. Emphasizing the need for a clear and achievable strategic plan, the episode offers valuable insights to help entrepreneurs and business leaders create a roadmap that caters to both ownership and leadership goals.   This conversation with Anthony underscores the significance of fostering alignment between ownership and leadership to drive business growth and achieve long-term success. Through the exploration of strategic planning and goal setting, listeners are encouraged to develop a comprehensive understanding of the necessary steps to effectively bridge the gap between ownership's needs and leadership's aspirations.   WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn The importance of ownership and leadership alignment in a business venture, drawing from Anthony's personal experiences. How anticipating obstacles can support business growth and strategic planning. Anthony's perspective on strategic planning, offering a raw and comprehensive definition of the term. The importance of setting a long-term vision, with a particular focus on the value of a 3-year goal in strategic planning. How goals and strategic planning differ and why understanding this distinction is crucial. The importance of understanding the types of people you work with as a business owner. The balance between staying focused on present tasks and planning for the future. Anthony's views on the AI boom and why it doesn't concern him. Insights from Anthony's quotes, including the importance of effective risk management, implementation, and resource allocation in achieving business success. A glimpse into Anthony's entrepreneurial journey, his contributions to Global Entrepreneurship Week, and the success of SME Strategy.   // Sign up for the Intentional Growth™ Starter Kit: the kit has intro videos on each of the 5 Intentional Growth™ Principles, the Intentional Growth™ Financial Scorecard along with videos reviewing a case study on how to project out the value of your company, and the entire Intentional Growth™ Podcast Library.   Bio: Anthony Taylor is the CEO a senior strategic planning facilitator at SME Strategy. He holds a degree in business administration (BBA) as well as his Certified Associate in Project Management (CAPM) from the Project Management Institute. Anthony has an entrepreneurial background, with more than 10 years of experience running his own small businesses in various industries. In his book I Wish I Knew, he shares his best tips for being an entrepreneur. In 2016, Anthony was chosen as a Global Entrepreneurship Week Ambassador for Canada, and SME Strategy was awarded the Palme Blue for "Microenterprise of the Year" from the French Chamber of Commerce.   Interview Quotes: 09:49  - “I decided that I’m going to have freedom so that when I have a kid I can spend time with them on my terms and I can spend time with my wife.” - Anthony Taylor 13:10 - “Trust but verify is just so important.” - Anthony Taylor 18:30 - “Let’s look at the word strategic. Strategic is just about choices. What are you doing and what are you not doing? That’s it.” - Anthony Taylor. 21:07 - “I think people are the biggest gap to implementation.” - Anthony Taylor 21:58 - “Optimism is not going to get you where you want to go.” - Anthony Taylor 30:40 - “The decision accuracy is not going to hold you back, it’s the execution.” - Anthony Taylor 39:06  - “You just need to make sure you’ve got the right people, in the right seats, at the right time, to get you to where you want to go.” - Anthony Taylor 43:30 - The biggest way to kill your teams motivation is to not give them the resources they need to be successful.” - Anthony Taylor   Links and Resources: Strategy and Leadership Podcast SME Strategy Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Ep. #4 [THEME NINE]   Someone once told me that you could identify a true leader when their team would do anything to avoid disappointing them. There was no need for a heavy hand because there was a huge amount of respect and trust in the shared vision and team.   I believe that statement to be true, and today I could see that quality in my guest.   Today, I have Charlie Merrill and Billy Amberg joining me. Charlie is the CEO of Kontek, who turned a near-bankrupt company into a thriving $20 million business with 40% gross margins through the power of servant leadership. Charlie's people-centric approach and dramatic pivots across industries enabled Kontek to rise from the ashes, transforming from a supplier of concrete foundations for cell towers to a provider of innovative security solutions that protect organizations from terrorist attacks.   In this awesome conversation with Charlie and his friend and client, Billy Amberg from Bloomberg Capital, you'll hear about the real impact of servant leadership in creating a fun and trust-filled work environment, all while driving virtually zero turnover and impressive financial returns. Charlie's wisdom, backed by his mentor and grandfather's teachings, demonstrates the incredible potential of what real servant leadership can do.   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   10 Key Takeaways: Learn how servant leadership transformed a near-bankrupt company into a thriving business with $20 million in revenue and 40% gross margins. Discover how Charlie Merrill's people-centric approach and dramatic pivots across industries enabled Kontek to rise from the brink of bankruptcy. Understand the importance of asking for opinions and ideas rather than pushing your own when managing people. Explore the benefits of offering high wages and big performance bonuses to create a team atmosphere and encourage self-management. Learn about Kontek's journey from supplying concrete foundations for cell towers to protecting organizations from terrorist attacks. Hear inspiring stories about Charlie's mentor and grandfather, who instilled in him the values of servant leadership. Realize the true impact of servant leadership on fostering a positive work environment with virtually zero turnover and impressive financial returns. Find out how Charlie's approach to leadership led him to consider selling his company to an ESOP. Discover the Intentional Growth Financial Scorecard, a valuable tool that helps you evaluate how well you're running your company as a financial asset. Understand the transformative potential of servant leadership in the world of business and its ability to drive growth and success.   // Sign up for the Intentional Growth™ Starter Kit: the kit has intro videos on each of the 5 Intentional Growth™ Principles, the Intentional Growth™ Financial Scorecard along with videos reviewing a case study on how to project out the value of your company, and the entire Intentional Growth™ Podcast Library.   Bio: Charlie Merill is the CEO of Kontek Industries. Charlie led the growth on Kontek from going almost bankrupt to $20 Million in revenue and 40% margin. Billy Amberg is a managing director of Corporate Finance Associates (CFA), an international investment banking firm specializing in the middle market, as well as owner of Bloomwood Capital, which provides highly differentiated land conservation investment services. He has embraced the entrepreneurial spirit throughout his career, making an impact at elite wall-street firms as a principal in venture capital and private equity, and starting and running several successful businesses. Billy has also successfully performed in the three key roles for any transaction: owner, investor and banker.   Interview Quotes: 09:33  - “We’re here to serve. We look for outstanding employees and we treat them outstandingly well.” - Charlie Merrill 14:28 - “It’s okay to have people working for you that are smarter than you.” - Charlie Merrill 15:36  - “Never do that. Because the moment you say.’I think [blank],’ everyone quits thinking and agrees with you.” - Charlie Merrill 15:59  - “If you have the right people sitting around you, each one should know more about their area than you know. So the trick is to pull out their knowledge and make a soup that everyone wants to eat.” - Charlie Merrill 20:24  - “The trick in life is to figure out how to get a good outcome with your idea.” - Charlie Merrill 20:42  - “You’re way more likely to go from LOI to term sheet with the same terms if the deal was the buyer’s idea. If the terms were the buyer’s idea.” - Billy Amberg 30:30 - “Very little of what Entrepreneurs do makes sense.” - Charlie Merrill 36:51 - “My dream was to not be needed as the CEO.” - Charlie Merrill 40:36  - “If you’re at the center of the wheel and you turn just a very small amount, the people on the edge of the wheel are turning at a ridiculously fast rate. Be really careful that you’re not overturning that wheel.” - Charlie Merrill 50:00 - “The best players produce 2-3x the output of everyone else.” - Charlie Merrill   Links and Resources: Episode #262: Accessing Capital: Funding Your Company’s Growth Using Non-Control Capital with Billy Amberg Bloomwood Capital Kontek Industries Reach out to Charlie: cbmerrill4@sbcglobal.net   Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Ep.#3 [THEME NINE]   Would you marry someone after only going on a couple of dates with them? Of course not, you would spend plenty of time ensuring you are in alignment (hopefully) for a successful long-term relationship.   So far, in this mini-series, we've been discussing how to achieve ownership and leadership alignment. In this episode, we're taking it a step further and breaking down how to achieve that alignment in the rarest of cases—through three rounds of Private Equity.   In this episode, we're excited to have Drew Bisbing (CEO) and Warner Cruz (VP of Corporate Development) from BluSky, a fast-growing property restoration business with an impressive M&A track record, and an even more impressive ability to maintain an employee-centric culture along the way.   Drew started at BluSky when it was founder-owned and had fewer than 100 employees. In our conversation, he shares how they scaled the company through three private equity firm buyouts and expanded to over 1,300 employees, all while preserving their people-centric culture and vision.   Warner Cruz, who sold his business to BluSky in 2021, bought out his parents' restoration business and grew it to over 100 employees and $30 million in revenue. Warner shares his growth story, his decision-making process during his exit, and how BluSky's hyper-focus on cultural integration during and after the acquisition process won him over.   Drew and Warner explain how BluSky maintains alignment between private equity firms, leadership, and employees, even through complex structures and multiple acquisitions. This inspiring conversation demonstrates that it's possible to achieve alignment, change people's lives, and make a significant profit.   Enjoy!   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn What led Drew and Warner to join the private equity space What led Warren to sell his restoration company. Why Drew believes a company's attributes and story is so important when trying to partner with other business owners. How leadership style influences a deal flow Drew and Warners definition of culture Why BlueSky encourages owners to think about their people in an exit Final thoughts: why Drew and Warner recommend not rushing the deal process   // Sign up for the Intentional Growth™ Starter Kit: the kit has intro videos on each of the 5 Intentional Growth™ Principles, the Intentional Growth™ Financial Scorecard along with videos reviewing a case study on how to project out the value of your company, and the entire Intentional Growth™ Podcast Library.   Bio: Warner Cruz: Warner became a proud member of the BluSky family in December 2021 and is currently senior vice president of corporate development and a member of the executive leadership team. His passion is working with restoration owners interested in merging their organizations with BluSky and cultivating an atmosphere of valuable benefits, increased opportunities, winning spirit and culture. As the former president & CEO of J.C. Restoration in Rolling Meadows, IL, Warner has worked in the industry for over 30 years and has pursued extensive education courses including Restoration Industry Association (RIA)’s advanced designation of Certified Restorer in 2004 and Contents Loss Specialist in 2019. He has over 100 completed large commercial losses under his belt ranging from famous Chicago high-rises such as the Willis Tower to hospitals, food manufacturing plants and multi-unit apartments all over the country. Warner has engaged in countless consulting opportunities, industry conference presentations, and expert witness testimony. Warner has a Bachelor of Arts degree in International Business/Finance with a minor in Japanese from Augustana College in Rock Island, IL. He is an active Knights of Columbus and Lions Club member in his hometown. Warner is happily married to his wife, Chiara and has 3 children: Jaeda, Marcello, and Gianpaolo.   Drew Bisping As BluSky Chief Executive Officer, Drew is responsible for sales, operations, mergers, and acquisitions. He is also a significant driver of employee culture and the BluSky customer experience. Drew began his career in the construction industry more than 20 years ago with a bachelor’s degree in construction management from the University of Wisconsin Stout. He joined BluSky in 2007 and has been leading the company’s operations since 2011. He managed the opening of all BluSky’s national locations and is currently heavily involved in the integration of acquisitions and new service offerings. Drew holds multiple certifications that are specific to the restoration industry, including the Certified Restorer designation (CR #583). He is also the primary license qualifier for BluSky. Drew holds licenses in more than 35 states for general contracting, roofing, asbestos abatement, and mold remediation. In addition to the day-to-day operations of BluSky, Drew has engaged in public speaking and consulting opportunities including contract negotiations, construction defects, and expert witness testimony.   Interview Quotes: 17:24 - “Some of those initial challenges that came from the couple of equity groups that we talked to, we had to step back and say, ‘Hey, we’ve gotta get our ducks in a row.’” - Drew Bisping 21:35 - “Imagine if you had a friend or a son or a daughter that said, ‘Hey, I’ve been on two dates and now I’m going to go get married.’ That is the PE structure.” - Drew Bisping 31:03 - “Integration of an acquisition becomes the differentiator between success (often) and failure. - Drew Bisping 22:41 - “After every acquisition we  get together and talk about what went wrong and how we can make it better.” - Warner Cruz 36:24 - “We always had a strategy: this is our plan, this is our growth plan.” - Drew Bisping 38:16 - “Being willing to be transparent and honest as much as possible at that table will get you to the right partner and will get you to the right conversation.” - Drew Bisping 41:38 - “My people are extremely important because the only reason that I was at the table and people were interested in my company was because of what my people had done for me and my company over the years.” - Warner Cruz 45:51 - “[BluSky] was created with the opportunity for employee ownership.” Warner Cruz 59:42 - “It’s when you make business decisions that are short-term or reactive and don’t have  culture in mind, that’s when you get some of those negatives.” - Drew Bisping 01:06:07 - “I’m not protecting or caring about the production of this one individual, I’m protecting my family.” - Drew Bisping   Links and Resources: warner.cruz@goblusky.com drew.bisping@goblusky.com Goblusky.com Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Ep.#2 [THEME NINE]  Are you thinking like an owner or an operator?    Many entrepreneurs—even billionaires—can find it difficult to wear the "ownership" hat due to their involvement in operations, lack of knowledge about valuations, or because the boardroom doubles as the family kitchen table.   In this episode, join us as we explore the art of thinking like an owner with our special guest, and dear friend of mine, Brandon Henry, Founder of Mosaic Advisors. With extensive experience in managing over $3.5 billion in wealth for 25 families, Brandon has unique insights into the challenges and opportunities that come with wearing the "ownership" hat.   Discover how thinking like an owner can help you set clear goals, determine target equity valuations, and decide on income distributions. Learn how to align with partners, investors, and leadership teams to create a unified vision and work together effectively to achieve your business objectives.   Our conversation reveals that private businesses, regardless of size or resources, face similar challenges, and emphasizes the importance of clarity and goal-setting for successful alignment.   By adopting an owner's mindset, you can gain a deeper understanding of how your present decisions influence alignment with partners, contribute to long-term goals, and ensure that ownership objectives are effectively aligned with the leadership team's resources and capabilities. This is the essence of true alignment in a business.   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn What it means to “think like an owner”. Why so many business owners - even the ultra wealthy - feel like they are not wealthy. How a good Board should work and why you should have one. Why so many entrepreneurs are “allergic” to a liquidity event (cash). The difference between an estate plan and a long-term wealth plan. Achieving ownership and leadership alignment is crucial for business success, and this can be done by setting a target equity valuation and determining income distributions. As an owner, you need to align with yourself, your partners, and investors, and ensure this alignment is communicated effectively to the leadership team. Clarity of goals and effective communication can help prevent conflicts and tensions arising from misalignment. Family-owned businesses face similar challenges to other businesses, but often have more dynamics and tension, which can make it a deterrent for A-Player executives if there is not a clear ownership strategy.   // Sign up for the Intentional Growth™ Starter Kit: the kit has intro videos on each of the 5 Intentional Growth™ Principles, the Intentional Growth™ Financial Scorecard along with videos reviewing a case study on how to project out the value of your company, and the entire Intentional Growth™ Podcast Library.   Bio: Brandon is a founding partner at Mosaic. Prior to forming Mosaic, he was employed by some of the largest financial services firms in the country. This experience provided Brandon with the opportunity to work with hundreds of business owners, their families, and their professional advisory teams and, in turn, helped hone his skills in the areas of business, tax, charitable, and asset protection planning. He utilizes his intimate knowledge of the challenges facing successful families to help our clients deal with the myriad of issues and complications that come with success. Born in Southern California, Brandon relocated to Houston in 2006 after completing his studies at California State University, San Bernardino. He has continued his professional development by participating in industry study groups, regularly attending technical conferences and earning multiple professional designations. In addition, Brandon has taught courses in business succession planning at Southern Methodist University & estate planning at the University of Houston. He also serves as a business mentor for the SURE™ Program – a non-profit sponsored by the University of Houston. When not in the office or at the gym, Brandon is likely looking for his next action-packed adventure in a remote part of the world.   Interview Quotes: 15:19  - “As the philosopher Biggie Smalls said, ‘Mo money, mo problems.’” - Brandon Henry 19:09 - I’m always surprised how in-depth their [clients] questions are when transitioning into a family business. - Brandon Henry 23:54  - “When you wrap the legacy and the identity issues into the business, It becomes very difficult to analyze this like you would any investment.” - Brandon Henry 27:20  - “We’re getting really high value because we’re focusing on the outcomes, we’re not focused on all of the trappings of the board.” - Brandon Henry 29:54 - “To accomplish our goals, we need this much cash showing up as income.” - Brandon Henry 32:08  - “So build a good business–and then have choices.” - Brandon Henry and Ryan Tansom 33:08 - “Our average client has an allergy to cash.” - Brandon Henry 49:20 - “Our job is to help them narrow down the universe of unlimited options so they can make yes or no decisions and be actionable instead of becoming experts themselves.” - Brandon Henry 56:03 - “Make an effort to disentangle your ownership, board and CEO roles.” - Brandon Henry 1:11:09 - “All the tax and legal stuff, all the finance and business stuff is simple compared to the human dynamic in the family and amongst the executive crew.” -  Brandon Henry 1:11:15 - “Acknowledging emotional dynamics is a good first step [when estate planning].” -  Brandon Henry   Links and Resources: Mosaic Advisors brandon@mosaicadvisors.com Intentional Growth™ Vision Board Intentional Growth™ Online Training Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Ep. #1 [THEME NINE]   It's super easy to get on the same page with your partner(s) and leadership team, right!? I don't think anyone argues how important it is to get ownership and leadership alignment. This topic is discussed a ton in entrepreneurial circles. EOS© / Traction even has their "same page meeting" baked into the system. However, if it is so important, and there are systems devoted to helping people achieve this alignment, why is it SO difficult to actually accomplish? In this mini-series, I propose that one of the biggest reasons there is still so much conflict between partners, ownership groups, and leadership is a lack of clarity on the long-term equity valuation goal, the desired cash flow owners want along the way, and how to handle leadership roles and responsibilities. Kicking off the mini-series today is Dan Grimsrud, a seasoned M&A Attorney with a background in accounting and finance. Dan does dozens of M&A transactions a year - and sees behind the curtain of all the conflict that we all know exists - and is willing to share what he sees works and doesn't work.  In our conversation, we cover the importance of operating agreements in creating ownership alignment and providing a roadmap for a company's governance, economics, exit strategies, and crisis response plans.   //WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn Operating agreements are crucial for establishing ownership alignment between parties and provide a roadmap for governance, economics, exit strategies, and crisis response plans. The four key elements to address in an operating agreement are governance, economics, exit, and crisis response plan. Involving tax advisors is essential to ensure proper handling of tax implications and make the agreement fair and legally sound. Focus on the core elements of an operating agreement and have open conversations about priorities and concerns. Regularly revisit and update operating agreements to ensure they remain relevant and useful. Clearly define expectations, roles, and compensation structures in business partnerships, especially when one partner contributes capital and the other contributes expertise or labor. Have separate agreements for ownership and management roles in a partnership. Consider different tranches of compensation to balance the needs of both partners as the business evolves. Establish voting rights, employment agreements, and bonus structures to create alignment between owners and key executives. Different businesses require different approaches for buyouts and valuations, depending on their stage in the life cycle. Plan for various exit scenarios, including external sales, the death of an owner, and voluntary departures. Set parameters for determining valuation and be prepared to revisit and revise agreements as needed. Insurance, specifically life insurance, can provide a funding mechanism for buyouts in the event of an owner's death. Hire an attorney who listens to your concerns, asks the right questions, and helps you think through potential scenarios. Regularly review and update operating agreements to ensure they remain relevant and effective.   // Sign up for the Intentional Growth™ Starter Kit: the kit has intro videos on each of the 5 Intentional Growth™ Principles, the Intentional Growth™ Financial Scorecard along with videos reviewing a case study on how to project out the value of your company, and the entire Intentional Growth™ Podcast Library.   Bio: Dan Grimsrud serves as an advisor to privately held companies and tax exempt organizations of all shapes and sizes. In his role as outside general counsel and in quarterbacking M&A transactions, Dan offers a holistic point of view together with thoughtful and practical advice on the variety of issues our clients face, including structure and governance, contract and regulatory matters, tax, and transition and transaction planning and execution.   Interview Quotes: 10:32 - “The messes are sometimes where you learn the most.” - Dan Grimsrud 14:15 - “[An operating agreement] is really just setting the rules of the road.” - Dan Grimsrud 15:10  - “You tell me first what you really care about here. What are the core elements of this business and this partnership?” - Dan Grimsrud 32:13 - “If you’ve never had a conversation about leadership vs ownership you’ll run into problems.” - Dan Grimsrud 32:47 - “Nobody ever wants to fight over a carcass.” - Dan Grimsrud 40:56 - “Don’t create a situation where the time where you have the biggest problems is when you have a successful business.” - Dan Grimsrud 48:14  - “If you and I are going into business together (and there are going to be exceptions to this but) there are going to be things that we should have unanimity around.” - Dan Grimsrud 52:00 - “The this or that is all about alignment.” - Dan Grimsrud 57:56  - “I don’t like mandatory buy-outs absent some kind of funding mechanism.” - Dan Grimsrud   Links and Resources: Ep #161: The Role of an M&A Attorney, Due Diligence, and How to Maximize Your Sale Price with Dan Grimsrud Best & Flanagan Dan Grimsrud Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Have you ever wondered how a business model impacts the scalability and valuation of a company?   Throughout my personal entrepreneurial journey, I have run businesses in distribution, traditional professional services, technology-enabled services, and software. Each business model requires different operational models that impact every aspect of the business.   How does a business model impact scalability and valuation?   Today, I interviewed Linda Rose, an entrepreneur who had three businesses, each with a different business model. Linda tells us her story of starting, growing, and selling each business and how they were each different. The revenue per employee in one of her businesses was over double that of the other successful business, and it achieved a massive valuation at the exit.   Linda is currently an M&A advisor in the technology sector and the author of Exit Your Company. She is going to walk us through how she grew and sold her companies and how she shifted her mindset to view the company through the eyes of a buyer.   Linda shares the importance of focusing on the right aspects of business, sustainable cash flow, realistic projections, and valuing businesses. Linda also shares her transformative experiences from a challenging hike that led to personal and professional growth and her current work as an M&A advisor and author.   Enjoy!   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn Linda's career journey included public accounting, technology, and starting three businesses. After facing challenges during the 2008-2009 recession, Linda focused on her hosting company and the importance of building recurring revenue streams. A backpacking trip inspired Linda to write a book and become a sell-side M&A advisor. Concentrating on recurring revenue streams and efficiency can lead to greater financial rewards. Sustainable, predictable cash flow is critical for a business's value. Entrepreneurs should think as buyers, focusing on the sustainability and future growth of their company. CPAs tend to focus on past numbers rather than forward thinking; entrepreneurs should seek forward-thinking strategies and plans. Linda sold her three businesses with varying valuations and deal structures, emphasizing the importance of having multiple offers to compare. When selling a business, consider priorities such as company culture and employee well-being. Building relationships with potential buyers is crucial before selling a business. Different types of businesses have different valuations, with recurring revenue being a significant value-add. Linda realized during a challenging hike that she was her own glass ceiling, which led to personal and professional growth. Life-threatening experiences can provide a new perspective on overcoming obstacles and pushing past self-imposed limitations. Entrepreneurs can prioritize building recurring revenue streams, automating processes, and focusing on efficiency to maximize profitability and long-term success. Business owners should work with their CPAs to develop more forward-thinking strategies and plans for their businesses.   // USE YOUR FINANCIALS TO CLARIFY A PATH TOWARDS A MORE VALUABLE BUSINESS: Intentional Growth Financial Assessment   Bio: Linda Rose, a leading authority on creating, growing  and selling technology service companies with sustainable success, and women’s leadership topics,  is an engaging,  sought-after, dynamic speaker. Linda's most-recommended presentations are ideal for technology conference sessions, workshops, off-sites, leadership retreats, webinars, and women’s network events. By sharing her personal stories as a solo women backpacker as well as practical tools and tips for breaking your own glass ceiling and creating lasting change, Linda inspires and empowers others through her powerful talks. Linda has been a featured speaker at Microsoft, Channelnomics, IAMCP, SDSU School of Business and many other prominent organizations.   Interview Quotes: 13:21  - “Coming out of the back end of this hike, I realized I needed to write a book and discuss and talk about all the places that I left money ont he table when I was selling three companies. Because how many people are going to get three chances at getting this right?” - Linda Rose 15:47 - “If you truly focus on the right things, the growth happens so much quicker.” - Linda Rose 16:13 - “Focus on what the end goal should look like and you’ll get there so much quicker.” - Linda Rose 17:03 - “Bigger is not always better.” - Linda Rose 17:43 - “Get something where you’re making money while you sleep.” - Linda Rose 21:54 - “A buyer looks at how well you’ve done in the past as an indication of how well you might do in the future… address the sustainability of the company.” - Linda Rose 25:15 - “You never want to be comonotized.”  - Linda Rose 27:48  - “Marketing is the new sales. People spend more money on marketing than they do sales because people self-serve on the marketing side before they ever call you up on the phone.” - Linda Rose 40:44  - “You can anchor all you want on these guys but you can’t work the deal if you don’t have a competing offer.” - Linda Rose 50:00  - “It wasn’t a culture thing for me. It was all about ‘What’s going to end up in my pocket?’ and “Will these people have opportunities?’” - Linda Rose 54:53 - “Infrastructure doesn’t stop working. It’s a 24/7 thing.” - Linda Rose 1:03:45 - “Your entire identity is wrapped up in that business.” - Linda Rose   Links and Resources: RoseBiz.com Linda’s book: Get Acquired For Millions Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

How do you find purpose and ignite your curiosity after your financial needs are met?   On today's show, I welcome Matt Paulson, founder of MarketBeat, small business investor, and passionate philanthropist in Sioux Falls, South Dakota. You might be wondering, "How can he be active in so many areas?"   I am thrilled to share this interview with you because Matt has an inspiring message about fulfilling your purpose beyond your core business. He firmly believes in doing things for the right reasons and making a positive impact on the community around you.   In this engaging conversation, Matt discusses how he continues to immerse himself in the game of business out of pure interest, even though MarketBeat has already satisfied his financial needs. He shares his journey into real estate, his outlook on the future of the market, and why he is so committed to supporting the small business startup industry. Matt also reveals his ambitious plans for the future of Sioux Falls, including an exciting aquarium project.   Many business owners struggle to separate themselves from their core business because it's their pride and joy. But what if that core business is all you know? What if there's a whole world of opportunities outside of your business where you can leverage your skillset and elevate your purpose to new heights?   Tune in to Episode #348 and discover how Matt Paulson has found the perfect balance between having fun, creating wealth, and making an impact while enjoying the journey. Don't miss out on this captivating conversation that could change the way you view your own purpose and potential!   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn Matt's secret to building an online community without algorithm dependence. The art of separating oneself from the business: Matt's perspective. Matt's rationale for pursuing passion projects beyond MarketBeat. The hidden rewards of venturing outside your core business. The driving force behind Matt's "it's worth it" mentality. Staying grounded as an entrepreneur: Matt's non-business activities for balance. Forecasting the future: Matt's investment predictions based on economic trends.   // USE YOUR FINANCIALS TO CLARIFY A PATH TOWARDS A MORE VALUABLE BUSINESS: Intentional Growth Financial Assessment   Bio: Matt Paulson is the founder of MarketBeat, an active angel investor, and a champion for startup businesses. As CEO of MarketBeat, Matt makes sure the train runs on time. He leads the team, monitors major initiatives, and is responsible for the company’s overall growth and progress. He takes pride in having built a unique company culture that allows their team to love their job, do their best work, be fully engaged with their families and give back to their communities. Matt’s career stemmed from his degrees in computer science, information systems, and Christian leadership. Prior to MarketBeat, he did web software development work for a marketing agency.   Interview Quotes: 19:44  - “People click on Google Ads and that’s fine, but it’s obviously very dependant on stuff that I can’t control. Over the years I’ve tried to build audiences on platforms that aren’t owned by any one company.” - Matt Paulson 22:04 - “I couldn’t find any local groups, so I got into a lot of online communities.” - Matt Paulson 25:40  - “Trying to get non-entrepreneurial people to think entrepreneurially can be difficult.” - Matt Paulson 27:08  - “The community stuff didn’t work. You can have all these events but people aren’t going to start businesses. The stuff that does work is the accelerated program stuff and venture capital.” - Matt Paulson 28:27  - “There seems to be a disconnect between our technology community and our startup community.” - Matt Paulson 31:16 - “I’ve always wanted to do a lot of different things at once.” - Matt Paulson 32:46  - “You can’t be everything to everybody and if you try, you’re going to make yourself miserable.” - Matt Paulson 38:38 - “I would like to see Sioux Falls get an aquarium.” - Matt Paulson 49:57 - “Developers typically run the town and I wanted to be part of that game.” - Matt Paulson 55:02 - “A real estate deal is not going to make sense if you gotta pay 7% interest.” - Matt Paulson   Links and Resources: Matt Paulson MarketBeat Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

Casey Brown, founder of Boost Pricing, shares insights on pricing strategies, value-based pricing, and price optimization. Topics covered include confidence, transparency, and strategic decision-making in pricing, the intersection of art and science in pricing, negotiation tactics, the importance of mindset and confidence in sales, segmentation and data-driven decision making, the impact of pricing on trust and branding, and selling a business. Get ready to learn a ton!

Go big or go home, right!? That’s exactly what my guest today thought when the pandemic started and traditional business buyers disappeared from the scene of his industry and he had an opportunity to become the market maker.   Today my guest is Jonathan Jay. Jonathan has been an entrepreneur since dropping out of university at age 19. Now 50 years old, he has built businesses in publishing, digital marketing, adult education and coaching, as well as preschool education and has sold each of them. During the pandemic, he made 48 business acquisitions to create the fourth largest group in his sector in under three years.   Some of Jonathan’s deals were wildly successful, like the $4 million in revenue digital marketing company he bought for $1 and sold for $2 million six months later or the publishing company that changed his financial life forever. Other deals were not so easy, like the first company he bought (the publishing business) or the last roll up of 48 preschool daycares he bought during the pandemic.   What I love about my conversation with Jonathan is how genuine he is about telling his story and the real ups and downs he experienced along the way. Anyone who is responsible for payroll knows it’s not all rainbows and unicorns–cash flow matters.    It’s becoming more common for thought leaders these days to preach how “easy it is to buy a company with no money down” or “roll up an industry because of how huge the opportunity is.”  Talking vs. doing are two very different things.    Jonathan shares with me the major ups and downs throughout his journey with no filter. I loved it, and I hope you do too!   // WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast   What You Will Learn How–and when–during his journey Jonathan came to the realization that a business is a financial asset and not just a job. Why Jonathan bought a digital marketing firm for $1 and was able to sell it for millions within a year. How Jonathan turned the failing digital marketing firm into a highly profitable company in a very short period of time. What happened that allowed Jonathan to buy so many companies so fast. How Jonathan financed the acquisitions of 48 companies.  Why Jonathan ended up in the hospital during the roll up. How Jonathan took inventory about what mattered most to him in his life and how he recalibrated in order to get it.  Why Jonathan thinks it’s crucial to know exactly what you are good at when trying to scale a business. When and how to assess if it’s time to get out of a business (both from a leadership and ownership perspective).   // USE YOUR FINANCIALS TO CLARIFY A PATH TOWARDS A MORE VALUABLE BUSINESS: Intentional Growth Financial Assessment   Bio: Jonathan Jay is one of the world’s leading trainers on buying and selling businesses, with a 20 year plus track record of high-performance companies and multi-million-pound exits. Over the last 20 years, Jonathan has bought companies from private equity firms and sold companies to private equity firms – he has made trade deals and snapped up bust competitors and merged them with businesses already in his portfolio. Jonathan is also the author of nine business books and presented shows for the BBC.   Interview Quotes: 14:35  - “The entrepreneurily-minded person is always saying, ‘Next year is going to be better.’ But next year isn’t always better.” - Jonathan Jay 15:00 - “It’s knowing when to get out.” - Jonathan Jay 16:13  - “The optimism of the entrepreneurial founder compared to the very conservative, very prudent, cautious approach of private equity is two completely different people.”  - Jonathan Jay 25:34  - “Well, it frees up your mond, doesn’t it. If you’re worrying about money and paying the bills, you’re thinking about today. You’re not thinking expansively. You’re not thinking about what’s possible.” - Jonathan Jay 34:00 - “We stopped doing things that were losing money.” - Jonathan Jay 38:47 - “I never recommend people buy a distressed business.” - Jonathan Jay 43:00 - “Everybody wanted to work from home.” - Jonathan Jay 57:42  - “And I thought, ‘You know what? This isn’t fun anymore,’ so I sold my shares of the business to my business partner.” - Jonathan Jay 1:01:25  - “There was never going to be a situation where the staff didn’t get paid. That was never going to happen.” - Jonathan Jay 1:06:24 - “You’ve got to clearly define what your goal is and what you’re prepared to do to get there.” - Jonathan Jay   Links and Resources: Jonathan Jay (YouTube) Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services

If you have been listening to the show for a while now, you know we are constantly talking about how to view–and run–a business like a financial asset.    Bigger corporations typically have this mentality baked into their day-to-day lives and are laser focused on growing their share prices, and the executives' goals are to drive that share price up. Sometimes the best way to drive up the long-term share price is to divest of a weak product line, floundering business unit, or underperforming location in order to make room for profitable long-term growth.   Today, I have John Walker from Prairie Capital Advisors on the show to share with us how the world of corporate divestitures works. John has been in the industry helping bigger companies sell off (divest) business units for decades.    John walks us through how bigger corporations view value, why they would want to sell a division/unit/product line, and how they view the valuation during the sale. John does a great job explaining what drives the sale (“the purpose of the deal” as you hear me say a lot) and how that impacts the price that is paid.    Understanding the M&A activity, especially within your industry, is a hugely important topic for a few reasons. First off, many of us middle-market entrepreneurs work with bigger companies (suppliers, manufacturers, distributors, customers, vendors, etc.), and it is important to understand what is going on behind the scenes and how a corporate divestiture could impact your relationship and the business you do with that company.    Secondly, there could be an opportunity to capitalize on a corporate divestiture in your industry–or an adjacent one–that could take your company and valuation to a level that would not have been possible otherwise. And you never know…the seller just might not care about the price ;-) You will have to tune in to the episode to hear that part of the story!   I hope you enjoy this interview with John. It’s a great view into a world most of us don’t often get exposed to!   What You Will Learn How bigger companies manage their products and divisions like a mutual fund. Why a bigger company would sell a part of their business and not care what price they sell it for. What corporate divestitures are and why they are a normal business practice. Why a business owner would consider doing a corporate divestiture.  The different reasons a company would sell off a product line, division, or location. Why it’s important to understand the intentions of a buyer.  Who the different types of buyers are when a company divests of one of their companies. What corporate divestitures mean for the middle-market entrepreneur. John's outlook for the future of corporate divestitures in the current market.   // USE YOUR FINANCIALS TO CLARIFY A PATH TOWARDS A MORE VALUABLE BUSINESS: Intentional Growth Financial Assessment   Bio: John Waller joined Prairie Capital Advisors in 2021 with over 30 years of investment banking experience and 25 years advising middle-market companies on the sale and acquisition of entire businesses and business units. At Prairie, John leads and co-leads transaction teams and develops business for the firm. As a trusted advisor to privately-held companies and large corporations, John works to understand a client’s business, develops various transaction alternatives, and presents multiple options to the client. He then navigates clients through ownership transitions, corporate divestitures, and special situations. John is deeply involved in all aspects of transactions including managing the preparation process, contacting and meeting with potential acquirers or targets, and structuring, negotiating and completing a transaction.   Interview Quotes: 14:20  - “Companies are having these discussions all the time, about what they should sell and not. I hope they are but I fear that many of them are not.” -  John Waller 14:43 - “Companies that do have those discussions and are frequently, as I say, fine-tuning their portfolio of assets, those companies outperform other businesses.” - John Waller 15:29  - “It’s the little ones moving their portfolio back and forth all the time that tend to do really well.” -  John Waller 24:43  - “You have this intrinsic financial value [of the business] but then, depending on who is owning it and running it, they can do different things which will make more sense for each individual owner.” -  Ryan Tansom 25:45 - “There might be an opportunity for a privately held business to be at the buyer table.” - Ryan Tansom 28:13  - “Even more importantly, or maybe as importantly, private equity firms have realized over the last few decades that they’re not going to make money through financial engineering and they’re not going to make money by just cutting expenses.” -  John Waller 35:18 - “Never forget it’s people that are making these decisions.” -  John Waller 39:10  - “It’s important to know what the people (looking to make the decision) are looking for.” -  John Waller 44:48 - “I would like to think corporations would increase the diversification of their portfolio of assets.” -  John Waller 48:29  - “Half of your advertisement is useless, the other half is great. You just don’t know which is which.” -  John Waller   Links and Resources: Prairie Capital Advisors Intentional Growth™ Vision Board Intentional Growth™ Online Training   Reach out to me if you have questions about the Intentional Growth™ Training or Fractional CFO services