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From Operator to Advisor: Staying Involved Post-Sale

by Darren on
Perspectives

After selling your business, you don’t always have to walk away completely. Many owners shift from being operators to advisors, helping guide the company during its transition. Options include:

  1. Short-term transition support (30–90 days).

  2. Part-time advisory or consulting roles.

  3. Board or governance positions.

  4. Minority equity retention.
    The right level of involvement depends on your goals, the buyer’s needs, and the business’s readiness.

Do You Really Have to Walk Away?

For many owners, selling the business isn’t the hardest part. It’s figuring out what comes next.

After years of being in the trenches — making payroll, solving customer problems, mentoring employees — the thought of walking away cold-turkey can feel unsettling. Sellers often ask us:

  • Do I have to leave immediately?

  • Can I still contribute without running the business day-to-day?

  • How do I make sure my team succeeds without me?

At Sixty74, we’ve seen both clean breaks and long advisory transitions. The truth is: there’s no one-size-fits-all answer. The best transitions respect the seller’s desires, the buyer’s plans, and the company’s needs.

Why Consider an Advisory Role?

  • Continuity: Employees and customers trust you. Staying on, even briefly, reassures them.

  • Knowledge Transfer: Institutional knowledge doesn’t live in spreadsheets. It lives in people.

  • Legacy: Serving as an advisor lets you guide the company into its next chapter.

  • Personal Fulfillment: Many owners enjoy contributing strategically without the stress of daily operations.

Common Post-Sale Roles

1. Short-Term Transition Support

Most deals include a 30–90 day transition where the seller helps onboard the new owner.

What it looks like:

  • Attending customer and vendor introductions.

  • Training managers.

  • Explaining unspoken workflows.

Best for: Owners ready for retirement but committed to a smooth handoff.

2. Part-Time Advisory Role

Some sellers continue in an advisory capacity for 6–18 months.

What it looks like:

  • Meeting monthly with the new leadership.

  • Consulting on growth strategy.

  • Providing historical context on markets and customers.

Best for: Owners who want to step back gradually.

3. Board or Governance Position

Larger companies may offer the seller a board seat.

What it looks like:

  • Attending quarterly meetings.

  • Providing strategic guidance.

  • No day-to-day responsibilities.

Best for: Owners who want influence without operational demands.

4. Minority Equity Retention

Some sellers retain 10–30% equity, giving them “skin in the game” while the buyer grows the company.

What it looks like:

  • Reduced day-to-day involvement.

  • Opportunity for a “second bite of the apple” when the company sells again.

Best for: Sellers who believe strongly in the company’s future growth.

What Buyers Expect from Sellers

Not all buyers want the seller deeply involved post-close. Expectations vary:

  • Strategic buyers may prefer a quick exit.

  • Financial buyers often want longer involvement for continuity.

  • Stewardship buyers (like us) tailor the approach — some sellers want a fast, clean break, others want to stay connected.

See how we manage transitions in The First 100 Days .

Questions to Ask Yourself Before Deciding

  1. Do I want to be involved, or am I ready for a clean break?

  2. What does my family want?

  3. How will involvement (or lack thereof) affect employees and customers?

  4. Do I want financial upside from a second exit?

  5. How will I spend my time if I’m not involved?

The Emotional Side of Letting Go

Even if you step into an advisory role, you’ll need to adjust from being the decision-maker to being a guide. That shift can be challenging.

Many owners find fulfillment in:

  • Mentoring the next generation.

  • Serving in their community.

  • Starting new ventures or nonprofits.

The key is defining a role that gives you purpose without pulling you back into the grind.

The Bottom Line: From Operator to Advisor

Selling doesn’t have to mean disappearing. For many owners, the best path is shifting from operator to advisor — providing continuity, protecting legacy, and ensuring employees thrive under new leadership.

At Sixty74, we tailor post-sale roles to each seller. Some step away on day one. Others remain trusted advisors. The goal is always the same: protect what you’ve built and prepare it for sustainable growth.

If you’re considering selling and want to explore selling to Sixty74, let’s talk.

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