Build Better Business Podcast with Chuck Crumpton

Most of my clients have a HUGE question for me - What is my business worth? Scott, a subject matter expert in valuations, sheds some interesting light on the topic.If I can help you get some real numbers on your business, let me know. It's a big deal.Scott emphasizes that business valuation is both a science based on accepted principles and an art involving numerous assumptions. He notes that five different appraisers could provide the same dataset and produce different valuations ranging from $1.8 million to $2.2 million due to varying assumptions. Value also changes over time and depends on the purpose of the valuation.Key valuation methods discussed include:Income approach methods like discounted cash flow and multiples of discretionary earnings.Market approach methods including comparable sales and guideline public company methods.Asset approach for companies with minimal revenues or profits Main street companies typically sell for 2-3 times discretionary earnings, while middle market manufacturing companies sell for 4-8 times adjusted EBITDA, and public companies trade at 25+ times after-tax profits according to Scott.Let me know how I can assist your business in growth and preparing for exit. Enjoy the show!Chuck@StrategicAdvisoryForum.com

Karl emphasizes that leaders often assume everyone thinks and is motivated the same way they are, which he describes as the "human condition". He advocates moving from the "golden rule" (treat others as you want to be treated) to the "platinum rule" (understanding what motivates each individual).When asked about the biggest organizational breakdown, he identifies trust as the primary issue. Karl notes problems when leadership teams don't trust each other or when employees fear bringing their authentic selves and real organizational challenges to leadership due to uncertainty about consequences.I help business owners 2x their company's value before exiting. Let's talk.Chuck 864.915.0066Thanks for listening. Enjoy the show!

Todd emphasizes the importance of authenticity in leadership and speaking, sharing that he strives to be genuine rather than polished, making fun of himself and discussing failures rather than just successes. Todd also vulnerably shares that his wife died five months ago, describing how he relied on his team during this difficult period. 3 big takeaways from his book "Dancing with Monsters"Fear drives growth when you choose to believe it - Todd explains that facing fears and inadequacies can become a catalyst for improvement, using public speaking as an example of how confronting fear can transform it into usable energy.Talent matters, but chemistry matters more - He argues that communication skills and teamwork often outperform pure intelligence, citing an example of a brilliant nuclear engineering student who struggled in MBA group work.Leaders help teams discover greatness - This involves building relationships, mentoring, and finding ways to validate team members rather than just managing expectations. More info in the conversation...enjoy :)Let me know how we can help your business. 2x your company's value.ChuckStrategicAdvisoryForum.com

The pivotal moment came when Chris analyzed his father's retirement situation in 2005. Despite his father doing "everything right" - contributing to his 401k, paying off all debt including his house, and being completely debt-free at 61 - Chris calculated that his father would run out of money in 5-6 years if he retired. This realization led Chris to question the traditional financial advice he was giving clients.The Work Optional Blueprint:Chris strongly believes a major market correction is inevitable, not just probable. He points to historically high valuations, with companies requiring 25 years to pay back investments, and notes that Warren Buffett has been selling stocks and holding over $381 billion in cash.  He unpacks his approach in this interesting conversation with me.Please let me know how I can help you and your business. We help companies 2x their value. Ask me how.Chuck StrategicAdvisoryForum.com

Trust you will enjoy my conversation with Eric. If you're thinking about selling your business in the next 10 years, we should talk. Why leave money on the table? Let's talk:Talk to ChuckKey Success Factors for selling a business:Gaul emphasizes two critical elements for business owners preparing to sell:Clean Books: Clean financial records "de-risk the business" because buyers and banks perceive less risk, leading to better prices. Personal expenses run through the business or questionable items can cause banks to reject add-backs for loan support.Sticky Customers: Repeat customers and recurring revenue are highly valued by private equity groups because they reduce risk and lower customer acquisition costs. Gaul notes there's "never really a bad time to sell a business".   "Nine times out of 10, the CPA doesn't know what they're talking about" regarding business valuations . He gives examples. The conversation highlights the reality of "deal fatigue" during the due diligence process, which becomes a "second full-time job" lasting 90 days to nine months. Quick document turnaround is crucial, as delays can kill deals. AI IntegrationGaul views AI as a supplement rather than a threat, using it extensively for buyer identification and creating more sophisticated confidential information memorandums.Eric Gaul can be reached through Edison Business Advisors at www.edisonba.com, by phone at (239) 738-6227, or email at eric@edisonba.com.

The discussion extensively covers organizational culture, with Frank defining it as "creating systems that develop trust, communication, organizational skills, the ability to operate efficiently so that you can innovate, orchestrate, and quantify and improve". He uses Disney as a prime example, where he worked during their four-year streak as America's best company to work for. Disney's philosophy was taking care of cast members so they would take care of guests.The Playbook ConceptFrank introduces his "Playbook for Life," originating from his middle school experience maintaining football playbooks. His current playbook is a three-ring binder containing goals, gratitude lists, inspiration, and comprehensive life planning. He uses this for daily positive self-talk and organization.Leadership AdviceFor struggling business leaders, Frank recommends conducting a "vision check" to ensure alignment between personal, company, family, and health visions. He emphasizes tenacity as his key to success, defining it as "the quality of being persistent, determined, and stubbornly resolute in pursuing a goal despite challenges or setbacks".You will like Frank's story. Listen and enjoy!We help business owners build and sell remarkable companies. Let me know how we can help your company.Thanks...ChuckStrategicAdvisoryForum.com

At age 28, despite being millionaires and debt-free, Justin's life "falls apart" during what he calls "seven years of tribulation". The family faced multiple devastating challenges: a lawsuit that almost broke them, three third-trimester miscarriages, five members of their wedding party either died or committed suicide, and his father's unexpected death. This is his story, from riches to rags to riches...and it's incredible. Enjoy and please let me know if I can help you or your business. I have built and sold 3 of my own successful companies with plently of mistakes along the way. Perhaps my journey can save you time, pain, and money.Thanks...Chuck Schedule a conversationStrategicAdvisoryForum.com

Owen emphasizes that around 80-85% of companies are not ready to go to market. Before deciding to sell, business owners need to understand the listing price and how it was determined, identify what they want in a buyer, understand the 6-12 month process timeline, and maintain business performance throughout.Common Valuation Misconceptions:A major misconception involves confusion between two different types of multiples - EBITDA and seller discretionary earnings - where business owners often apply the wrong multiple to the wrong number, leading to false valuations.Preparation Recommendations:Owen suggests several key preparation steps: building a strong management team so the owner isn't central to daily operations; maximizing taxable income in the final two years before sale rather than minimizing taxes, as every dollar increase in earnings typically translates to 2.5-3 times that amount in sale price; and maintaining clean, consistent bookkeeping records.Killing Factors:The biggest factor that derails transactions is loss of trust, often when sellers try to hide business issues rather than being transparent upfront. Owen shares an example where a $5 million deal nearly failed over a $50 discrepancy because trust was broken. Another major issue is using attorneys or bankers without M&A experience, which can kill deals through inexperienced contract negotiations.If my team can help you answer questions leading up to your potential sale, please let me know.Chuck CrumptonStrategicAdvisoryForum.com

Andrew explains that Vestigo focuses on "mission-based businesses", believing that companies with missions beyond financial objectives often become stronger businesses.  The firm receives approximately one deal per day as inbound opportunities and completes roughly 5-6 deals per year on average. They evaluate companies based on both financial metrics and impact criteria, looking for businesses that make positive contributions to the world.    He believes consumers will continue becoming more informed and making choices based on broader values including human health and environmental considerations.  For entrepreneurs seeking funding, Andrew gives key advice...Listen and enjoy. Let us know your feedback.At SAF, we help business owners thrive and 2x their value. Let us know if we can help you.Chuck CrumptonStrategicAdvisoryForum.com

Rich describes himself as "unfiltered, transparent, and pretty damn open". He lost everything to gambling and "didn't have a penny to my name" when he entered Gamblers Anonymous.Rich emphasizes that "picking a partner is like picking your wife" and stresses the importance of aligned interests.   As a buyer, Rich looks for "people, the owner, the management, the market, the product".  He believes that "if you're going to cheat on your wife, you're probably going to cheat your business partners".Rich wrote "Down to The Wire: The Outlandish Tale of How I Quit Gambling to Win Big" after his father's death in 2018, wanting to leave a legacy for his children. The book became a #1 bestselling nonfiction book and received endorsements from celebrities including Paul Stanley of Kiss and Toby Keith.So much more in this conversation...Enjoy!  Let me know your thoughts.Chuck CrumptonStrategicAdvisoryForum.com

Trust you will enjoy the conversation between myself and Greg. If I can help you or your business in anyway, please let me know.ChuckStrategicAdvisoryForum.comGreg Merrill is a strategic growth and transformation executive from San Antonio, Texas and former global head of Digital Transformation for Nike. Merrill holds an MBA from Johns Hopkins University. He emphasizes that successful business leaders must be risk tolerant individuals who can handle ambiguity and pain, citing Michael Jordan's quote about missing 100% of shots you don't take. He discusses his experience working across company sizes, from small startups where he and a few colleagues hired their first full-time employee, to Nike with 80,000 direct employees and a million people globally when including contract manufacturers.  Merrill advocates for empathy-based leadership, noting that employees have options and can easily move to other opportunities. He emphasizes servant leadership that removes obstacles for employees rather than taking a "my way or the highway" attitude. He stresses that humans are creatures of habit who resist change, making the human element crucial for successful transformation.  Two key examples he provides are:Having a clear, compelling business strategy that every employee can articulate consistently in 10 seconds or less. Leveraging data effectively - he gives an example of a 20-year plumbing company owner who had never considered using business data for decision-making.Advice for Struggling Leaders: Merrill concludes with two-part advice for leaders facing broken business environments.

Marc shares his profound personal story that transformed his business approach to deal making.  In 2020, during the COVID pandemic, he received a stage four cancer diagnosis with six months to live.While recovering from surgery and battling COVID contracted in the hospital, his 10-year-old son Tommy made a pivotal observation. When Adams explained that nine out of ten companies they evaluate don't get bought and owners must continue working into their seventies, Tommy asked who would care for their families if the parents died from COVID. This question forced Adams to reconsider his private equity approach of prioritizing profit over people. Let me know your thoughts on the episode. Enjoy!Chuck CrumptonChuck@StrategicAdvisoryForum.comStrategicAdvisoryForum.com 

In my opinon, partnerships are like marriages without love.Ryan challenged my view. He has had two successful exits - first with Redwood Global (sold in 2014) and most recently with Core Resources (sold in February 2025 for over 6x EBITDA multiple)  Both companies operated in the staffing/human capital space, with Core Resources focusing on IT professionals for banks and financial institutions. Partnership Success Story - Ryan's partnership with Keith at Core Resources exemplifies how partnerships can work when done right.Ryan learned from partnership challenges in his first venture and applied those lessons to create a much smoother relationship the second time around. Ryan emphasized the importance of:Clean financial records to minimize due diligence issues Strong CPA involvement for tax planning and working capital negotiations Understanding true net proceeds after taxes, fees, and employee bonuses Key Advice for Entrepreneurs.Ryan's message to business owners: "Enjoy the journey of building and running your business"  He emphasized that the struggles and challenges help shape character and resilience, and entrepreneurs will look back on their journey with pride and joy.If I can help you or your business, let me know. Enjoy the episode.Chuck CrumptonStrategicAdvisoryForum.com

These are a few of the points Hal and I discussed during our conversation. Reach out to us to help you scale your business before exiting;Chuck Crumpton864.915.0066Strategic Advisory Forum, LLCMajor Pitfalls Before SellingOwner dependency: Many businesses are built around the owner rather than being sustainable operationsLack of preparation: Business owners often too busy working "in" the business to prepare for exitValuation misconceptions: Not understanding true company value vs. owner valuePoor record keeping: Inadequate documentation and financial systemsCritical Process Elements Early Steps:Non-disclosure agreements are essential before sharing sensitive informationLetter of Intent (LOI) should be carefully drafted with legal inputTeam approach is crucial - attorney, CPA, advisor, and potentially brokerPrice vs. Terms:Terms matter more than price in the long runBeware of "your price, my terms" scenariosSeller financing arrangements can become problematicPayment structure significantly impacts actual value receivedDue Diligence Process Financial Documentation Required:3-5 years of tax returns and financial statementsCurrent P&L and balance sheetCash flow analysis and working capital needsAccount receivables/payables agingAdditional Documentation:Loan agreements and banking relationshipsReal estate leases and property documentsEmployee agreements and HR issuesLitigation history and pending legal mattersEnvironmental assessments (if applicable)Key Advice for Business OwnersPrepare early - Begin with the end in mind, even if selling is years awayBuild a sustainable business that doesn't depend entirely on the ownerMaintain clean records and organized documentationEngage legal counsel early in the processDon't count on the deal until it closes - have a Plan BFocus on living your life during the process rather than waiting for the outcomePost-Exit ConsiderationsMany successful entrepreneurs struggle with retirement/inactivityHaving a plan for "what's next" is crucialAvoid making hasty reinvestment decisions due to urgency to get back in the gameBottom Line: "Time kills deals" - being prepared and organized significantly increases the probability of a successful transaction. Selling a business requires a village of professionals and that business owners shouldn't attempt to navigate the complex legal and financial aspects alone.

Frank Cottle is the founder and CEO of Alliance Virtual Offices with over 50 years of M&A experience. He has been involved in numerous transactions on both buy and sell sides, including acquiring 44 companies in a 3-year period while working with Deloitte in the late 1990s.He challenges the traditional "win-win" approach, arguing that successful deals require each party to believe they got the better side of the transaction. This creates stronger commitment from both parties, even though deals are rarely perfectly balanced. When evaluating acquisitions, Cottle focuses on three fundamental questions:How big is the addressable market?Where does the company sit in the marketplace pecking order?How good is the management team?He emphasizes that the business model comes before profitability - if the model is sound, profits can usually be optimized later.Frank CottleChairman, CEO & FounderChairman, CEO & FounderAlliance Virtual OfficesPlease let me know how I can help your business. Thanks for listening!Chuck CrumptonStrategicAdvisoryForum.com

Capitivating conversation with Hampus. You're gonna like this guy and his story! Some of the episode details are below.Let me know if we can help your business grow and get ready for an exit like he enjoyed.StrategicAdvisoryForum.comKey Takeaways:Founder alignment is crucial - invest in structured communication processesFocus on strategic value, not just financial metricsBuild relationships with potential acquirers as future partnersHold your ground in negotiations, even under pressureConsider acquisition as career opportunity, not just financial exitMission and vision matter more than just financial incentives for retentionThe conversation showcases how a well-prepared team with strong internal alignment can successfully navigate a complex acquisition with a much larger company while maintaining their values and securing excellent outcomes for all stakeholders.Why Blackberry Paid Premium:Strategic necessity: Blackberry had publicly demoed a product they couldn't actually buildMarket monopoly: Every major phone manufacturer (Nokia, Samsung, Motorola) told Blackberry they used TAT for similar projectsTalent scarcity: Building a 200-300 person team with TAT's expertise would take yearsRevenue multiple: Deal was structured at ~4x annual revenue rather than traditional EBITDA multipleSmart Negotiation Tactics:Limited founder presence at legal negotiations to avoid divide-and-conquer tacticsHigh-level focus: Hampus stayed out of legal details, focused on big-picture issuesHolding ground under pressure: When Blackberry tried last-minute changes with 180 employees waiting for announcement, Hampus calmly delayed the meetingRelationship building: Focused on future working relationships, not just the transaction 

This conversation between Chuck and David Frankel, founder of Perky LLC, focusing on entrepreneurship, product development, and the challenges faced by inventors.  David shared his entrepreneurial journey, emphasizing the significance of trust. David highlighted the low success rate of patented products reaching the market, attributing this to inventors' hesitance to face rejection and their lack of marketing resources. He discussed the importance of developing prototypes and taking proactive steps to promote inventions. Chuck contributed a personal anecdote about a syringe prototype that, despite positive feedback, never made it to market, illustrating the common struggles innovators face in transitioning from concept to execution. This segment underscored the critical challenges inventors encounter in bringing their ideas to fruition.The discussion also covered David's experience with the audition process for Shark Tank, where he advanced through multiple rounds, showcasing the rigorous vetting process of the show. He shared the inspiration behind his product, the perky collar, which emerged from a personal frustration with traditional dress shirt collars. David explained how he refined the design and sourced materials, leading to the successful launch of one of his nine inventions in the clothing space. This narrative highlighted the importance of identifying market needs and the iterative nature of product development. David provided insights into effective marketing strategies, emphasizing the necessity of a strong social media presence and the potential benefits of hiring marketing experts. He advised focusing on a single product idea to avoid financial strain and maintaining good credit to support business operations. Additionally, he discussed the financial implications of acquiring patents and trademarks, stressing the importance of strategic timing in pursuing international protections. The conversation concluded with a focus on community involvement and the value of support networks for entrepreneurs, as exemplified by David's initiatives in the Charlotte Entrepreneur Think Tank.If I can be of help to you and your business, please let me know.Chuck@StrategicAdvisoryForum.comThank you for your 5-star review!

This is a conversation between Chuck Crumpton (host) and Christine Nicholson, a UK-based business mentor who has been voted UK Business Mentor four times and is based in the London area. Key Topics Discussed The Ripple Effect of Small Business. Christine emphasizes that small business owners are the backbone of society, creating economic benefits that extend far beyond their immediate operations:Impact on customers, suppliers, employees, and their familiesCommunity effects (she shares an example of a pub closing when a local factory shut down)Small businesses keep economies and communities alive at the core levelThe Dangers of Role Identity. Both speakers share personal experiences about becoming too attached to their businesses:Christine's story: Experienced mental burnout and took a "gap year" to recover after becoming overly fused with her business identityChuck's journey: Left a high-paying corporate job in 1997 to start his own business, eventually learning to delegate and let his team flourishLeadership vs. Ownership Christine distinguishes between:Business owners: Work in their business daily, often become bottlenecksEntrepreneurs: Have multiple interests and can step backBusiness leaders: Focus on developing others and creating systemsThe Stalagmite vs. Stalactite Metaphor. Christine uses a powerful metaphor to describe two leadership styles:Stalactite organizations: Everyone hangs off the leader, pulling the business downStalagmite organizations: Team members push the leader up, elevating the entire businessKey Takeaway: Christine's closing advice: "Plan your exit" - whether you're just starting, been in business for years, or considering entrepreneurship. If you don't plan your exit, someone else will plan it for you, and they'll be the ones who benefit most. The conversation emphasizes the importance of building sustainable businesses that can thrive without the founder's constant involvement, both for personal well-being and business success.Let me know if I can help you in anyway. Thanks for listening!Chuck@StrategicAdvisoryForum.com

Jeff DeGarmo from Tulsa, Oklahoma joined the podcast to share his entrepreneurial journey. He's a USC and University of Colorado graduate with degrees in aerospace technology, Navy veteran, father of five children (ages 13-30), and triathlon enthusiast who accidentally discovered the sport through friends. Career Transition Jeff made an interesting pivot from a highly technical aerospace background to digital marketing. While serving in the Navy at Tinker Air Force Base, he taught himself web development during the early internet boom (mid-1990s). He left the military in October 2001 (just weeks after 9/11) to join an advertising agency as a web developer, though his initial contract was cut short due to the economic downturn. Building the Business Starting in 2003 with five partners (later reduced to four), Jeff and his team built a digital marketing agency that evolved from 90% web development into a full-service agency specializing in destination marketing, placemaking, and travel/tourism. The partnership worked because each partner had distinct roles:Jeff: Technology, finance, accounting, HR, payrollPresident: Business development and networkingChief Creative Officer: Creative output oversightFourth Partner: Messaging, strategy, and content developmentThe Exit Process Key Achievement: 5X+ EBITDA Multiple. The company was sold for over 5 times EBITDA - significantly above the typical 3-4X average for most businesses. Timeline & Process:Initial Goal: Find an investor to grow from 20 to 50 employeesMarket Process: 7 months from engagement to LOITotal Timeline: 10 months from broker engagement to closingFinal Offers: Two LOIs - one partial buyout (retaining 5%) and one full acquisition by a public companyDeal Structure50/50 split: Cash upfront and earnout over 3 yearsEmployment agreements: 3-year terms for all four partnersProtection clause: If terminated, partners still received 50% of earnout paymentsGraduated earnouts: Based on KPIs with upside potentialKey Lessons & Advice On PartnershipsFour equal partners can be challenging but worked due to complementary skillsSuccess required shared values and ability to "leave egos at the door"Clear role definition prevented conflicts over decision-makingOn Using BrokersHighly recommended but emphasized being selectiveBrokers provide valuable market reality checks on business valuationNegotiate broker agreement terms carefullyLook for brokers with "heart of a teacher" to guide through unknownsOn Due DiligencePublic company acquisitions involve extensive due diligence (internal and external accountants, attorneys)Communication strategy is crucial: Plan how to tell employees, vendors, and customersContract review essential: Ensure customer agreements have transfer clausesTransparency helped: Took entire team to meet potential buyerPersonal Outcome Jeff left after 9 months (rather than completing the 3-year employment agreement) due to role redundancy and cultural differences, but his protection clauses ensured he still received earnout payments. He noted this timing was fortunate given COVID's impact on the business in years 2-3.Current Activities. Jeff now works in business brokerage, helping other entrepreneurs prepare for and execute exits. He emphasizes that businesses should be "prepared to exit from day one" and does volunteer work helping veterans acquire existing businesses through the ETA (Entrepreneurship Through Acquisition) space. Key Takeaway: The most impactful moment was the sense of relief on closing day - not just from personal financial security, but from the responsibility of providing jobs for 20 families, highlighting the weight successful business owners carry for their employees' livelihoods.If we can help you build your business before the sale, let me know.Chuck@StrategicAdvisoryForum.comThanks for listening!

In this episode of the Build Better Business Podcast, host Chuck Crumpton speaks with Meg Newhouse about leadership, culture, and preparing organizations for long-term success. Meg shares her expertise on engaging teams, building resilience, and aligning purpose with performance. Listeners will gain practical strategies for cultivating strong workplace cultures, leading through change, and creating lasting business value. This conversation offers valuable insights for business owners who want to grow and sustain remarkable companies.Let my team at SAF know how we can help your company 2x your value.Chuck@StrategicAdvisoryForum.com