02:24 - Deciding when to sell your business requires a tailored approach, as motivations vary widely from financial gains to emotional readiness.

04:59 - While the financial appeal of selling a service business is straightforward, many overlook the complexities of the process.

07:13 - Buyers of small businesses rarely pay the full amount upfront. Payments are often staggered or tied to performance, requiring careful business exit planning.

08:55 - Selling to escape risk can be valid, but only if the buyer assumes that risk rather than the seller tying their exit to performance-based payouts.

10:46 - Owners who systematize operations and delegate effectively can step back into an investor role, enabling them to focus on new ventures or personal interests.

14:21 - The level of control an owner retains post-sale varies widely. Owners must consider what they’re comfortable with.

16:19 - Business owners who resist change risk stagnation. Operational audits and system improvements help create a business more attractive to buyers or sustainable for growth.

24:55 - Selling your business is about more than financial rewards. Without a clear post-sale plan or purpose, owners risk regret and loss of identity.

27:26 - Leverage is a powerful tool with which to sell your small business, enabling owners to multiply efforts through automation, hiring operators, or streamlining processes.

29:47 - Some view legacy as an ego-driven pursuit, while others see it as leaving a meaningful mark.

34:39 - Starting a business with a friend can lead to complications. Friendships often lack the objectivity required to evaluate skills and contributions fairly.

36:17 - Business legacy isn’t just about the company itself—it’s about passing down systems and values. Owners must align their legacy with personal priorities and goals.