Retire in 90 Days: An Easy Exit Plan for Manufacturing Business Owners

You’ve worked hard for years to build your manufacturing business. Maybe you started with just a small team and a few machines, but over time you grew it into something special. Your company supports your family, gives jobs to your employees, and plays a big part in your community.

Now, you’re thinking about retirement. But how do you walk away from your business without letting down your team or losing what you worked so hard to create? Many people think you have to sell to a giant company that might shut things down or to a group that only cares about quick profits.

Good news—there’s a better way. You can retire in as little as 90 days and know your business will keep going strong.

A Better Way to Sell Your Business

Most business sales take a long time and cause a lot of stress. Deals can drag on for months or even fall apart at the last second. Some buyers want you to stick around for years, helping out before you can truly retire.

Our system is different. We buy your manufacturing business in a way that keeps it running the way you want. The most important part is our CEO-in-Residence program.

What Is the CEO-in-Residence Program?

We know that a good boss is key to keeping your shop running right. Our CEO-in-Residence program finds the right person to lead your team after you retire. These folks aren’t looking to make a quick buck—they want to help your business keep growing for years to come.

Here’s what the program means for you:

●  Smooth Change in Leadership:
We bring in a new boss who’s ready to take over from day one. No confusion, no delays, and no worries about who’s in charge. Your team and customers won’t notice any bumps.

●  Keeping Your Company Culture:
We pick someone who fits in with the way your team works. We’re not here to change what makes your business great.

●  No Big Shocks:
The new boss will stick to what works, while also bringing new ideas to help the business grow. Your employees, customers, and suppliers will be in good hands.

This way, you get a plan that works for you and sets your business up for the future.

Peace of Mind for You and Your Team

Selling your business is about more than just the money. You care about what happens to your workers, your good name, and your own future.

Giving You a Secure Retirement

You shouldn’t have to wonder if you’ll have enough money to retire. We keep things simple. You get paid in full and up front—no guessing, no complicated deals, and no leftover worries about being paid over time. You’ll know exactly what you’re getting, and you can step into retirement for good.

Looking Out for Your Employees

Your staff is like family. Many of them have worked by your side for years. The last thing you want is for new owners to lay people off or move the business out of town.

We see your workers as your most valuable asset. Our CEO-in-Residence program is designed to keep your people employed and help them grow their careers. When we buy your business, keeping the team together is a top priority, so you can retire knowing everyone is taken care of.

How the 90-Day Exit Plan Works

Wondering how you can be done in just three months? Here’s a simple breakdown of the process:

Step 1: First Meeting (Days 1–15)

We start with a simple, no-pressure chat. We get to know you and your goals. We’ll look at your business—how it works, your products, and your people—to make sure it’s a good match for our approach.

Step 2: The Offer (Days 16–30)

If everything lines up, we make you a straight-forward offer. No confusing paperwork or hidden strings attached. You’ll know exactly what you’ll get and when.

Step 3: Checking the Details (Days 31–75)

We’ll ask for some important info about your business, like finances and equipment lists, but we keep this process as quick and easy as possible. During this time, we finish picking your replacement boss. You’ll even get to meet them before things are final.

Step 4: Final Steps and Handover (Days 76–90)

We finish the paperwork, and you get your payment. The new boss steps in, and you walk away—unless you want to stick around for a short time to help show them the ropes. Either way, you can be fully retired in just 90 days.

Protect Your Legacy

You shouldn’t have to spend your retirement worrying about what will happen to your business and your people. With a simple, honest plan in place, you can walk away proud of what you’ve built and secure about your future. Our 90-day exit plan is designed to help manufacturing owners like you finish strong and start enjoying retirement sooner.

If you’re ready to talk about how this could work for you, let’s start a simple conversation and see if it’s a good fit. You, your team, and your business deserve it.

Notice: For general educational and informational purposes only; not to be relied upon as financial, tax, or legal advice. Financial decisions carry inherent legal, tax, and other risks. Past performance is not a guarantee of future results. Use of this content creates no relationship with us, and we are not liable for any losses or damages from your use of this information. ANY WARRANTIES, EXPRESS OR IMPLIED, ARE HEREBY DISCLAIMED. You use this content at your own risk. 

Preserving Your Business Legacy Before You Sell

You built your business from the ground up. You remember the late nights, the early mornings, and the first time you turned a real profit. No matter the type of business, whether you’re running an HVAC company, a plumbing service, a small manufacturing shop, or a distribution warehouse, your business is more than just a job—it’s your legacy.

Thinking about selling can bring up a lot of emotions. It’s the end of an era. But selling doesn’t have to mean your legacy disappears. With the right planning, you can ensure the company you built continues to thrive and that your employees and customers are taken care of long after you’ve moved on. This article will walk you through what you need to know to prepare for a sale while protecting what you’ve worked so hard to create.

Why Planning Your Exit Matters

Many founders wait too long to think about selling. They get an unexpected offer, or a health issue forces their hand, and they end up rushing through the process. When you’re rushed, you often leave money on the table and lose control over what happens to your business.

Planning ahead gives you power. It allows you to sell on your terms, at the right time, and for the right price. More importantly, it gives you a say in who takes over. You get to find a buyer who respects your company’s culture and values your team.

Think of it like this: you wouldn't build a custom part in your shop without a blueprint. Selling your business is no different. A good plan is your blueprint for a successful and satisfying exit.

Steps to Get Your Business Ready for Selling

Getting your business in shape for a buyer is about more than just a fresh coat of paint. It’s about making sure everything under the hood is running smoothly. Buyers look for stable, profitable, and well-organized companies.

1. Get Your Financials in Order

This is the most important step. You need to have clean, clear, and accurate financial records for at least the last three years. This isn’t just about your tax returns. Buyers want to see detailed profit and loss statements, balance sheets, and cash flow statements.

●  Tip for HVAC/Plumbing:
Separate your revenue clearly. Show how much comes from new installations, how much from service contracts, and how much from emergency repairs. A buyer loves to see recurring revenue from service agreements because it shows stability.

●  Tip for Manufacturing/Distribution:
Track your inventory and customer concentration carefully. If one customer makes up 50% of your sales, a buyer will see that as a risk. Try to diversify your customer base if you can.

You don’t need to be a CPA, but it’s a good idea to work with an accountant who can help you present your numbers in a way that buyers will understand and trust.

2.Strengthen Your Team

A buyer isn't just buying your equipment or your customer list; they are buying your team. A business that can run without its owner is incredibly valuable.

Start delegating more responsibility to your key managers or long-term employees. Document your processes so that someone else can easily step in and understand how things are done. For example, create a simple manual for how your dispatch system works or how a specific machine is operated and maintained.

When a buyer sees that you have a strong team in place, they see a business that will continue to succeed after you leave. This reduces their risk and increases what they are willing to pay.

3.Tidy Up Your Operations

Take a walk through your shop, warehouse, or office. Do you see old, unused equipment taking up space? Are your service vans well-maintained? Are your safety records up to date?

These details matter. A clean and organized operation shows that you run a tight ship. It gives a buyer confidence that there won't be any nasty surprises waiting for them. It also shows pride in your work, which is something every good buyer respects.

How to Protect Your Legacy

How to Protect Your Legacy

Selling your business is a financial transaction, but it’s also a personal one. You want to know that the company you poured your life into will be in good hands.

1.Find the Right Buyer

Not all buyers are the same. Some are competitors who just want to absorb your customer list and shut down your operation. Others are financial groups who may have a different way of doing things. And some are investors, like a family office, who want to buy a great business and help it grow while preserving its culture.

Be clear about what you want in a buyer. Do you want someone who will keep your company name? Do you want to ensure your long-time employees keep their jobs? Do you want the business to stay in your local community?

These are all things you can negotiate. Write down a list of what’s most important to you beyond the sale price. A good buyer will be willing to listen and work with you to make the transition a success for everyone.

2.Tell Your Story

When you talk to potential buyers, don’t just show them the numbers. Tell them your story. Explain how you got started, the challenges you overcame, and what makes your company special. Talk about your employees and the relationships you have with your customers.

Your company’s story is a huge part of its value. It helps a buyer understand the culture and the reputation you’ve built in the community. A buyer who appreciates your story is more likely to be a good steward of your legacy.

3.Plan for Your Role After the Sale

Think about what you want to do after you sell. Do you want to walk away completely? Or would you prefer to stay on for a few months, or even a year, to help with the transition?

Many deals include a transition period where the founder helps the new owner get up to speed. This can be a great way to ensure a smooth handover and introduce the new owner to your key customers and suppliers. It gives you peace of mind knowing you are leaving the business on solid footing.

Take the First Step

Thinking about selling your business is a big step. It can feel overwhelming, but you don't have to figure it all out on your own. The key is to start planning early. By getting your business ready and thinking about what you want for its future, you can achieve a successful sale that honors your hard work and secures your legacy.

If you’re a business owner in the HVAC, plumbing, manufacturing, or distribution industries and are starting to think about your future, we can help. We specialize in buying great businesses and helping them grow, while respecting the legacy of their founders. Reach out for a confidential, no-obligation conversation about how you can prepare for your next chapter.

Notice: For general educational and informational purposes only; not to be relied upon as financial, tax, or legal advice. Financial decisions carry inherent legal, tax, and other risks. Past performance is not a guarantee of future results. Use of this content creates no relationship with us and we are not liable for any losses or damages from your use of this information. ANY WARRANTIES, EXPRESS OR IMPLIED, ARE HEREBY DISCLAIMED. You use this content at your own risk.

5 Mistakes Business Owners Make When Selling

You’ve spent years, maybe even decades, building your business. Whether you’re a master plumber, an HVAC expert, or run a bustling manufacturing shop, you know your trade inside and out. But when it comes to selling the business, you’ve poured your life into, it’s a whole new world. Many owners make a few common, costly mistakes during the process.

Selling your business is likely one of the biggest financial decisions you'll ever make. Getting it right means securing your financial future and ensuring your legacy continues. Getting it wrong can leave money on the table and tarnish the hard work you’ve put in.

This guide will walk you through five of the most common mistakes owners make when selling their business. We’ll provide simple, practical advice to help you avoid these pitfalls and navigate your exit successfully.

1. Waiting Too Long to Plan Your Exit

The biggest mistake is having no plan at all. Many business owners are so focused on the day-to-day that they don’t think about selling until they have to. This could be due to a health issue, burnout, or an unsolicited offer that seems too good to pass up. When you’re forced to sell under pressure, you lose your negotiating power.

A rushed sale often means accepting a lower price and having little say in who takes over. You wouldn't start a major installation without a detailed plan, and you shouldn't approach selling your business any differently.

How to Avoid This:

●  Start Early:
Begin thinking about your exit strategy three to five years before you plan to sell. This gives you ample time to get your house in order and make improvements that will increase your company’s value.

●  Define Your Goals:
What do you want from the sale? Is it the highest possible price? A buyer who will take care of your employees? A clean break, or do you want to stay on for a while? Knowing what you want helps you create a clear roadmap.

2. Having Disorganized Financials

When a potential buyer looks at your business, the first thing they’ll want to see are your financial records. If your books are a mess—mixing personal and business expenses, lacking clear reports, or showing inconsistent profits—it raises a big red flag. Buyers want to see a clear, stable, and profitable operation.

Think of it from their perspective. Unclear financials create uncertainty. If they can’t easily understand how your business makes money, they will assume the worst and either walk away or offer a much lower price.

How to Avoid This:

●  Get Your Books Clean:
Work with a good accountant to clean up your financial statements for the past three years. This means having professional profit and loss (P&L) statements, balance sheets, and cash flow statements.

●  Separate Everything:
Stop running personal expenses through the business. If you pay your personal truck insurance from the company account, it makes it harder for a buyer to see the true profitability of the business.

●  Show Your Strengths:
For an HVAC or plumbing business, clearly track revenue from service contracts versus one-off installation jobs. Recurring revenue from service agreements is highly attractive to buyers because it shows stable income.

3. Being Too Involved in Daily Operations

You built this business, so it’s natural that you’re the one who knows everything. You know which customers are picky, which supplier gives the best deals, and how to fix that one machine that always acts up. But if the business can’t run without you for a week, its value drops significantly.

A buyer is looking to purchase a functioning business, not buy themselves a job. If all the key relationships and operational knowledge are stuck in your head, they see a huge risk. What happens when you leave?

How to Avoid This:

●  Delegate and Document:
Start training and empowering your key employees. Delegate important responsibilities and trust your team to handle them. Create simple, written procedures for core tasks, like how inventory is managed in your warehouse or how service calls are dispatched.

●  Build a Strong Team:
A capable manager or a long-term foreman who can run the show is a massive asset. When a buyer sees a strong team in place, they have confidence the business will continue to thrive after the transition.

4. Overvaluing the Business

Your business is your baby. You know the blood, sweat, and tears you’ve invested, and that emotional attachment can make it hard to see its value objectively. Many owners believe their business is worth more than the market is willing to pay.

An unrealistic price tag can scare away serious buyers from the start. They won’t even bother making an offer if they think your expectations are in a different ballpark. Setting the right price from the beginning is critical to attracting the right kind of attention.

How to Avoid This:

●  Get a Professional Valuation:
Don’t just guess. Hire a professional to conduct a formal business valuation. They will look at your financials, assets, market conditions, and sales of similar businesses to determine a realistic price range.

●  Understand What Creates Value:
Buyers pay for future profits. Things that increase value include consistent profitability, a strong management team, a diverse customer base (not relying on just one or two big clients), and documented processes.

●  Be Realistic:
Listen to the experts and be prepared to hear a number that might be different from what you had in mind. It's better to price it right and get a deal done than to price it too high and get no offers at all.

5. Choosing the Wrong Buyer

Not all money is the same. The cheapest offer on paper might not be the best one for your legacy. Some buyers, like a direct competitor, might only want your customer list and plan to lay off your employees. Others, like large financial firms, may have a corporate culture that clashes with the family feel you’ve built.

Finding the right partner to carry your legacy forward is just as important as the price. You have the right to be selective and find a buyer who shares your values.

How to Avoid This:

●  Know What You Want in a Buyer:
Before you even start talking to people, make a list of what's important to you. Do you want the company name to remain? Do you want your team to be protected? Do you want the business to stay local?

●  Ask Questions:
Interview potential buyers just as they are interviewing you. Ask about their plans for the company, their experience with businesses like yours, and how they handle transitions.

● Look for a Partner, Not Just a Purchaser:
Some buyers, like family offices, specialize in buying successful businesses and growing them while preserving their culture and team. They often think in terms of decades, not just a few years, making them great stewards for a founder’s legacy.

Take the First Step Toward a Successful Sale

Selling your business is a complex journey, but avoiding these common mistakes can make the process smoother and more rewarding. By planning ahead, getting organized, and finding the right partner, you can ensure you get the full value for your hard work and that your business continues to thrive for years to come.

If you own a business in the HVAC, plumbing, manufacturing, or distribution sectors and are thinking about your next chapter, we can help. We specialize in partnering with owners to ensure a smooth transition that protects their legacy. Reach out today for a confidential, no-pressure conversation about your goals and understand your business valuation.

Notice: For general educational and informational purposes only; not to be relied upon as financial, tax, or legal advice. Financial decisions carry inherent legal, tax, and other risks. Past performance is not a guarantee of future results. Use of this content creates no relationship with us, and we are not liable for any losses or damages from your use of this information. ANY WARRANTIES, EXPRESS OR IMPLIED, ARE HEREBY DISCLAIMED. You use this content at your own risk.