To maximize the value of your business before a sale without sacrificing your people, brand, or legacy, focus on five key drivers:
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Clean and transparent financials
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Strong management beyond the owner
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Diversified customers and revenue
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Documented systems and processes
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A buyer who prioritizes stewardship, not just multiples
More Than Just a Number
Every broker conversation eventually comes down to numbers: EBITDA, multiples, comps. But if you’ve spent decades building your business, you know it’s not just about valuation.
It’s about the employees who stuck with you for 20 years. The customers who trust your name. The reputation you’ve built in your community.
The challenge? Too often, owners are told they must choose between maximizing value and preserving legacy. At Sixty74, we believe that’s a false choice. With the right preparation and the right buyer, you can do both.
Why Owners Fear “Losing Their Soul”
We’ve seen it too many times:
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Employees are cut within weeks of a sale.
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Customers are confused by the new policies.
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Brands absorbed into larger competitors, disappearing overnight.
This is the dark side of deals. And it’s why sellers hesitate, even when they’re ready to retire.
In our post After the Sale: Why Sellers Choose Stewards, Not Just Buyers, we outlined why continuity matters. Here, we’ll show how to prepare for a sale that delivers both financial return and peace of mind.
The Five Core Value Drivers (That Don’t Sacrifice Legacy)
1. Clean, Transparent Financials
Why it matters: Buyers pay premiums for clarity. Messy books create suspicion, even if the business is strong.
Action steps:
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Prepare 3–5 years of GAAP-compliant financials.
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Reconcile accounts monthly.
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Separate personal and business expenses.
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Consider a pre-sale financial audit.
2. Strong Management Beyond the Owner
Why it matters: If your business collapses the day you leave, value plummets.
Action steps:
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Empower managers with decision-making authority.
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Document leadership responsibilities.
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Create succession plans for key roles.
See how we approach transitions in The First 100 Days.
3. Diversified Customers and Revenue
Why it matters: A business that relies on one or two major clients is risky. Diversification increases valuation.
Action steps:
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Expand into new geographies or sectors.
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Develop recurring revenue streams.
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Review contracts for renewal terms.
Remember: Diversification also protects employees from the instability of losing a single large client.
4. Documented Systems and Processes
Why it matters: Documented workflows make your business transferable. Without them, knowledge leaves with you.
Action steps:
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Build SOPs for core functions.
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Store them digitally and securely.
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Train staff on using the documentation.
Remember: Documented systems protect employees from chaos during transition. Customers experience continuity.
5. The Right Buyer
Why it matters: Even if you maximize all the internal value drivers, the wrong buyer can still undo it.
Action steps:
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Vet buyers for their time horizon and intentions.
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Ask how they’ll treat employees and customers.
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Use a decision matrix to weigh offers (valuation vs. stewardship).
Balancing Price and Legacy: The Emotional Equation
You may face moments where the “highest bid” doesn’t align with your values. Here’s how to weigh it:
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Ask yourself: What do I want to see in 5 years when I drive past this business?
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Rank your priorities: Retirement security, employee jobs, brand survival, community impact.
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Use advisors wisely: Brokers and attorneys can frame options, but only you decide what matters most.
The Exit Planning Institute reports that 75% of owners regret selling within a year — not because of money, but because of what happened afterward.
The Broker’s Perspective
Brokers are often caught between maximizing sale price and ensuring seller satisfaction. But many brokers now recognize that matching sellers with stewardship buyers leads to more successful, regret-free outcomes.
This is why brokers increasingly work with firms like ours — because they can assure their clients we’ll protect the people and culture that make the business valuable in the first place.
A Practical Roadmap: 12–24 Months Before Sale
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Months 24–18: Clean financials, reduce owner dependence.
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Months 18–12: Diversify revenue, document processes.
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Months 12–6: Strengthen management team, review contracts, address legal/tax issues.
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Final 6 Months: Engage brokers/buyers, communicate transparently with leadership team, design transition plan.
The Bottom Line: You Don’t Have to Choose
Maximizing value and preserving legacy aren’t mutually exclusive. With preparation and the right buyer, you can sell confidently — knowing your employees, customers, and brand will thrive.
At Sixty74, we’re committed to deals where a seller doesn’t have to sacrifice their soul for a multiple. We protect what matters, provide a fair offer, and continue to drive growth responsibly.
Sound good? Let’s talk!
