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Let me tell you something straight: selling your e-commerce business is like trying to land a triple backflip on a unicycle… blindfolded… during a windstorm. It can be done — but you’d better have some guts, a solid game plan, and maybe a whiskey neat on standby. 🍷

I didn’t just want to sell my store. I wanted top dollar. I wanted leverage. And I didn’t want to feel like some chump cashing out on the cheap. This wasn’t a garage sale. This was the culmination of years of 2 a.m. supplier calls, busted Shopify themes, and Black Friday PTSD.

So here’s how I pulled it off — and how you can too.

The Wake-Up Call: When I Knew It Was Time to Sell

You know that moment when you open your dashboard and your brain goes, “Nah, we’re done here.” That was me.

Sales were solid, margins decent, customer LTV trending up — but I felt tired. Not burnout exactly… more like I was stuck on autopilot. I’d scaled this thing from a side hustle in my apartment to a mid-six-figure beast. But passion? Gone. I wasn’t building anymore. I was babysitting.

And I knew something else: if I waited too long, the business might peak… then slide. And trying to sell during a downturn? Yeah, good luck getting full value.

Getting My House in Order (aka Cleaning Up the Digital Garage)

First thing I did? I went full Marie Kondo on my backend.

• Cleaned up the financials: I hired a bookkeeper to retroactively sort everything. Profit & loss statements. Cash flow breakdowns. Clear cost of goods. It wasn’t sexy, but it was NECESSARY.

• Killed dead weight: Old apps, bloated ad spends, pointless SKUs? Axed. I didn’t want a buyer looking at fluff. I wanted them looking at clean, efficient revenue.

• Documented everything: SOPs, supplier agreements, customer service workflows. I even made Loom videos walking through the Shopify admin like a nerdy tour guide. 😂

Why? Because buyers don’t want chaos. They want predictability. Systems. The ability to plug in and keep it moving.

Positioning It Like a Beast (Not a Lemon)

This is where things get fun.

I didn’t just say, “Here’s my store.” I pitched the opportunity. I framed it like this:

• Look at this growing niche.

• Here’s a rock-solid supply chain.

• Our CAC is low, our ROAS is tight, and we have a huge chunk of organic traffic.

• Oh, and we’ve barely scratched the surface of Amazon, wholesale, or international markets.

I told the story not just of what the business was, but what it could be. I painted the vision — and let the numbers back it up.

Picking the Right Buyer (and Walking Away From the Wrong Ones)

Listen, I had a few tire-kickers come in hot with lowball offers, asking dumb questions like, “Can I turn this into a dropshipping model?” 🙄

Pass.

But then came the buyer.

A strategic operator — already had a portfolio of e-comm stores in adjacent niches. Saw the synergies immediately. Understood the value of my audience and brand equity. And he came prepared. Solid LOI. Fast due diligence. Didn’t nickel-and-dime me on inventory or merchant reserves.

We negotiated hard, don’t get me wrong — I’m not here for charity. But it was respectful. And fast.

That was key.

The Exit: What I Walked Away With (and What I Left Behind)

The final deal?

✅ 5.2x SDE
✅ 70% upfront, 30% earn-out over 12 months
✅ Advisory role for 3 months, then I was free

Not bad, right?

But what I really walked away with was peace of mind. I exited clean. No drama. No regrets. And now? I’ve got capital, confidence, and my nights back.

What You Should Know Before You Sell

If you’re even thinking about selling your e-commerce business, hear me out:

• Start early. Prep 6–12 months in advance. The more dialed in your business is, the higher the multiplier.

• Know your numbers. If you can’t explain your margins, churn, LTV, or CAC in under 30 seconds, you’re not ready.

• Don’t get emotional. It’s a business transaction, not a breakup. Stay cool.

• Negotiate like your freedom depends on it. Because it kinda does.

And for the love of all things caffeinated — don’t try to go it alone. Get a broker, M&A advisor, or at least someone who’s sold before in your corner. This game’s not for rookies.

Final Thoughts: Sell Smart, Leave Loud

Selling your e-comm biz isn’t waving a white flag. It’s the boss move of someone who built, scaled, and now wants to cash out and level up.

So do it right. Prep hard. Negotiate harder. And when it’s all said and done?

Pop that bottle. 🎉

Because trust me… selling on your terms? That’s winning.

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Let me know if you want the unfiltered version of this story — it involves a blackout, a missed wire transfer, and one very confused banker. 😎

Let me set the scene for you. It’s 6:47 AM, I’ve got lukewarm coffee in one hand and a stale protein bar in the other, staring at my franchise’s weekly numbers like they just insulted my mother. Revenue’s okay, not great. Staff turnover? Don’t ask. I’m burned out, plain and simple. Not “take-a-vacation” burned out. I mean the deep, soul-sucking kind where even looking at the company logo made my eye twitch.

That’s when it hit me like a rogue bird into a windshield:
It’s time to sell this franchise. Fast.

Not in a year. Not once I “tidy up operations.” I needed out, and I needed it done cleanly—with my sanity (and dignity) mostly intact.

The Franchise Wasn’t the Problem—I Was

Let’s get one thing clear: this wasn’t a bad business. It cash-flowed decently, the systems were tight (thanks to the mothership), and customers liked us. But I had outgrown it. Or maybe it outgrew me. Either way, waking up felt like I was being slowly vacuum-sealed inside a beige cubicle.

Ever feel that? Like you built yourself a golden cage?

Anyway, I knew dragging out the sale would only kill my motivation further—and potentially tank the valuation. So I made a decision: I’d treat selling this thing like I treated growing it in year one—with obsessive, borderline-crazy focus.

Let’s break down how I actually did it.

Step One: Get Real About What It’s Worth

I called a broker first—let’s call him Steve because his name was actually Steve. He wasn’t slick. No shiny watch, no fast talk. Just a grizzled dude who’d seen every type of seller: dreamers, liars, and the occasional unintentional genius. I liked him immediately.

We ran a valuation, and guess what?
It wasn’t as high as I wanted—but it was fair. And I had to make peace with that.

Here’s the truth nobody tells you: your franchise might feel priceless, but buyers look at numbers. Clean books. Simple systems. Repeat customers. That’s it. The emotional value? Worth zero on a term sheet.

So I swallowed my ego like a jagged pill and priced it right.

Step Two: Tighten the Ship—Just Enough

Now, I didn’t gut the place and rebuild from scratch. But I did a few things to make it pop:

• Fired the deadweight employees (yup, even the one I “owed a favor”)

• Created a simple one-pager SOP for every major task

• Prepped three years of financials—clean, categorized, CPA-reviewed

• Spruced up the front entrance with $400 of fresh signage and plants (instant ROI vibes)

Think of it like staging a house: you’re not rebuilding the kitchen, but you are hiding the toaster and scrubbing the weird stain off the wall.

Step Three: Find the Right Buyer, Not Just A Buyer

Oh boy, here’s where it got spicy.

We had tire-kickers. Corporate types who didn’t understand the business. Investors who wanted to pay in “earn-outs” that smelled like hot air. And then, finally, we got a retired Army guy—let’s call him Mike—who’d run logistics teams bigger than my entire staff.

Mike didn’t flinch at the asking price. He asked sharp questions, appreciated the systems, and liked that the franchise came with training baked in.

And most importantly: he wanted to be there.
Big difference.

Step Four: Don’t Be Greedy, Don’t Be Dumb

The deal almost blew up over a 3% inventory discrepancy. I was tired, wired, and emotionally fragile enough to turn it into a full-blown ego battle.

But I stopped. Breathed. Ate half a cookie.

Then I realized: I’m selling this business to exit, not to win a petty war over paper towels and cleaning supplies.

We met in the middle. Closed the deal.

And that night, I slept for nine glorious hours straight—the kind of sleep where you drool a little and wake up wondering what year it is.

What I Learned (The Hard Way)

So, wanna sell your franchise business quickly without losing your mind? Here’s what I’ll tell you if we’re sitting on a patio sipping bourbon:

• Be honest about your numbers—not what you wish they were.

• Fix the dumb stuff. That flickering light? Fix it. That employee who rolls their eyes at customers? Bye.

• Move fast, but not sloppy. Buyers can smell desperation. Prep like you’re selling a startup to Warren Buffett.

• Don’t argue over crumbs. If you’re fighting about minor stuff, you’re probably not ready to let go.

• Get help. A legit broker is worth their cut if it saves you from blowing the deal.

Final Thought: Your Life Is Bigger Than This Franchise

Look, I loved that business. It taught me discipline, humility, and how to run a 12-person team without needing therapy (well, mostly). But it was a chapter—not the whole book.

Selling it quickly didn’t mean I rushed. It meant I focused. I respected what I built enough to pass it on properly.

Now? I’ve got time again. Real time. The kind you don’t trade for shift schedules or surprise inspections.

And honestly?

That freedom tastes a hell of a lot better than stale protein bars. 🍻

Thinking about selling your franchise?
Do it smart. Do it fast. And don’t forget to breathe.

I’ll never forget the moment I realized it was time to sell my business. It was 2020, deep in the trenches of the COVID-19 recession. My coffee was cold, my inbox was a horror show of cancellations, and my top employee had just quit to go “find herself” in Montana. Classic.

You’d think that’s the worst time to even think about selling, right? Yeah… that’s what I thought too. But let me tell you something I learned the hard (but profitable) way: selling your business during a recession isn’t just possible—it might be the smartest thing you ever do.

Let me walk you through it.

Why I Even Considered Selling During a Downturn (a.k.a. Am I Crazy?)

Short answer: Maybe. But here’s the long answer.

I ran a niche e-commerce company selling high-end kitchen gear. Think artisanal knife blocks and copper pans that look like they belong in a Michelin-starred kitchen. During boom times, business was sweet. We were getting influencers tagging us in everything, holiday sales exploded, and I was starting to fantasize about moving to Portugal.

Then… boom. Pandemic. Recession. People weren’t spending hundreds on cookware anymore. My overhead stayed high, my ad spend got weirdly expensive, and worst of all—I was burned out. Like, full-on zombie mode.

So, I asked myself the question that changed everything:

“If not now… when?”

I realized waiting for a “perfect market” might mean never selling. I didn’t want to run the business into the ground while clinging to the idea of a higher valuation that might never come. So, I flipped the script.

Step One: Reframe the Narrative

You know how people say, “No one wants to buy during a recession”? Total myth.

Buyers love a good deal—and recessions are basically Black Friday for business acquisitions. But you’ve got to give them a story they can believe in.

I didn’t pitch my business as a sinking ship. I pitched it as a discounted opportunity that was weathering the storm with potential to explode post-recession.

What I focused on:

• Resilient customer base: People were still cooking at home—my traffic proved it.

• Low churn subscription revenue: We had a small but mighty subscription box service.

• Untapped growth channels: We never went wholesale or retail (yet).

It was like showing someone a fixer-upper that already had solid plumbing and good bones. All they had to do was slap on some paint and scale.

Step Two: Clean House (Financially and Literally)

Okay, confession time: my books were a hot mess.

I had weird expense categories like “Misc. Shopify Apps” and hadn’t reconciled my accounts since, um… a while ago. Selling a business without clean financials is like trying to sell a used car without washing it—technically possible, but super gross.

So I:

• Hired a bookkeeper to clean up 3 years of QuickBooks chaos

• Organized every contract, vendor list, and employee file into Google Drive folders

• Made a 10-slide pitch deck with revenue trends, customer acquisition costs, LTV, etc.

This took weeks. It was boring. It made me question my life choices. But it paid off big time because when I started talking to potential buyers, I came off as someone who actually knew what the hell they were doing.

Step Three: Pick the Right Kind of Buyer

During a recession, you’ll find two types of buyers sniffing around:

1. Bottom feeders – These guys want to lowball you into oblivion. Their pitch is usually: “Well, the economy sucks, so your business is probably worthless. I’ll take it off your hands… for $5 and a Chipotle gift card.”

2. Strategic buyers – These are folks who see your business as a puzzle piece that fits into their bigger picture.

I kissed a few frogs (and by kissed, I mean wasted hours on Zoom calls listening to nonsense). But eventually, I found a small private equity guy looking to roll up e-commerce brands in the kitchen/lifestyle space. We vibed immediately.

He didn’t blink at the recession. He saw the same growth potential I did—just with deeper pockets and more energy to execute.

Step Four: Negotiate Like You’re Not Desperate

Even though my bank account was sweating, I never let it show.

I used silence like a weapon. When they made their first offer, I just said, “Let me think about it,” and waited. Three days later, they came back with more equity and a higher upfront payment. 🧠

Here’s the thing: Recessions make everyone jittery. If you come off confident and prepared, you stand out like a lighthouse in a storm.

What helped me hold firm:

• Knowing my numbers cold

• Having a backup plan (I could keep running the biz if I had to)

• Reminding myself that walking away is sometimes the strongest move

In the end, I got:

• A 6-figure upfront payout

• An earn-out based on post-recession performance

• A consulting agreement for 6 months at $5K/month (cha-ching 💸)

What I’d Do Differently (a.k.a. My Facepalm Moments)

• Start preparing 6 months earlier. I waited until I was fried and stressed.

• Get legal help sooner. Those LOIs and asset purchase agreements are not light reading.

• Stop oversharing. I blabbed a little too much in early buyer calls. Mystery is leverage, baby.

Also, pro tip: Don’t celebrate the sale until the wire hits. Trust me.

Key Takeaways: Selling Your Business in a Recession

Let’s break this down into snackable bites:

• Don’t fear the downturn. Recessions attract bold buyers with capital.

• Package your business like a hidden gem. Emphasize what’s working and what’s scalable.

• Clean up your books and ops. Sloppy records kill deals.

• Know your worth. Even in rough markets, value doesn’t disappear—it just shifts.

• Stay cool in negotiations. Desperation stinks. Confidence smells like money.

Final Thoughts (and One Weirdly Sentimental Goodbye)

Selling my business during a recession felt a little like jumping off a moving train. Terrifying, exciting, and totally disorienting. But once I hit the ground, I realized… I wasn’t broken. I was free.

If you’re sitting there wondering if you should sell now or wait—ask yourself, “What’s really holding me back?”

Sometimes the worst time is the perfect time. You just won’t see it until you’re on the other side, sipping a lukewarm coffee that finally tastes like freedom.

And hey, if I can pull it off with stress acne and a broken espresso machine, you’ve got this too. 👊

Ready for a recession-proof exit? Or just want someone to high-five you through the chaos? Either way, I’m cheering you on.

First Things First: I Thought I Knew the Number

So there I was—feet up on the desk, sipping a lukewarm cup of coffee that tasted like burnt ambition—convinced my business was worth at least seven figures. I mean, c’mon… I built the thing from scratch. Blood, sweat, spreadsheets, and way too many awkward Zoom calls. Surely that counted for something, right?

Spoiler alert: it didn’t count for nearly as much as I thought. 🫠

What I thought was value—the grind, the emotional rollercoaster, the all-nighters—wasn’t what buyers actually cared about. They wanted numbers. Predictability. Transferable systems. I was pitching passion, and they were buying profits.

That disconnect? Cost me months.

So I hit the brakes, got humble, and started asking the right questions. Here’s what I found out—without the fluff.

Understanding What “Value” Even Means

Let’s clear something up: your business isn’t worth what you think it should be worth. It’s worth what someone is willing to pay for it. That’s it. That’s the post.

(Just kidding—don’t click away yet 😅)

Valuation isn’t an art, and it isn’t a science. It’s a bizarre little cocktail of both—with a twist of market timing, industry trends, and a buyer’s mood that day.

You want to know the real deal? You have to break it down:

• Cash Flow is King. Not revenue. Not even profit. We’re talking discretionary earnings or EBITDA (yeah, I had to Google it too). If your business prints predictable cash every month, you’re already halfway there.

• Systems Sell. If your business runs because you run, congrats—you’re the business. And that makes it really hard to sell. A buyer wants a machine that runs without the original operator. Harsh? Maybe. True? Absolutely.

• Documentation = Dollar Signs. Clean books, clear SOPs, and no “funny stuff” in the tax returns. Buyers don’t want mysteries—they want math.

Multiples: The Myth, The Legend

When I first heard people talking about “multiples,” I thought I was back in high school algebra. Turns out, it’s simpler than that—but also sneakily deceptive.

Let’s say your business pulls in $250,000 in seller’s discretionary earnings (SDE). If you’re in a stable industry, with clean books and minimal risk, maybe someone pays a 3x multiple. That’s $750,000.

Boom. That’s your number, right?

Eh… not so fast.

Multiples aren’t fixed. They shift like beach sand in a hurricane depending on:

• Your industry (tech? ecommerce? local plumbing biz?)

• Market trends (up, down, sideways?)

• Owner involvement (are you working 80 hours a week?)

• Growth potential (is the rocket ship fueled and ready?)

• Customer concentration (do you rely on one huge client?)

My multiple started at 2.2, then dropped to 1.8 when a buyer saw I was doing all the sales myself. Brutal wake-up call.

I Got Schooled by a Valuation Specialist

Eventually, I hired someone to do a real, honest-to-goodness valuation. Not some online calculator that spits out a number based on how many employees you have. A human. A professional. A guy who asked questions that made me sweat.

Like:

• “How much recurring revenue do you have?”

• “What happens if you take a month off?”

• “Why are your margins sliding year-over-year?”

I hated those questions. But I needed them.

He looked through my financials like a forensic accountant solving a crime. And in the end, his valuation came in lower than I hoped—but higher than I feared.

It gave me leverage. Because when you know your number, you don’t get pushed around in negotiations. You sit at the table with facts, not feelings.

Stuff You Can Do Right Now to Ballpark Your Value

You don’t need a Harvard MBA to get a rough idea of what your business is worth. Here’s a quick checklist to get you started:

✅ Tally up your Seller’s Discretionary Earnings (SDE)
✅ Apply a reasonable industry multiple (2–4x is typical for small businesses)
✅ Ask yourself: Would I buy this business for that price?

And if your gut says “nah”—then yeah, that’s your cue to fix some things.

Bonus tip: check out businesses similar to yours that have sold recently. Think of it like comps in real estate. If the bakery down the street sold for 3x earnings, and your bakery is twice as busy and better branded, well… you’ve got a leg to stand on.

My Personal Wake-Up Call (AKA: The Inventory Meltdown)

Quick story. I had $40k in unsold inventory sitting in a warehouse. I proudly included that in my “assets.” But when the buyer dug in, they realized half of it was old stock we couldn’t move. It had literally expired (don’t ask—long story involving coconut oil and summer heat).

I thought it added value. The buyer saw it as a liability.

The lesson? Everything on paper needs to survive the flashlight test. Shine a light on it. If it’s dusty, questionable, or starts melting when exposed to heat—it’s probably not helping your valuation.

What I’d Do Differently If I Had a Time Machine

If I could hop in a DeLorean and whisper something to 2018 me, it’d be this:

• Start building the business like you’re going to sell it—even if you aren’t.

• Keep the books clean. Like, accountant-smiles-when-they-see-them clean.

• Document everything—how you onboard a client, how you pay vendors, how you order paperclips. Okay, maybe not paperclips. But you get the idea.

• Diversify revenue streams. One leg of a stool ain’t stable.

Most importantly?

Detach your identity from the business.

Because when you finally do get a number, and it’s not what you dreamed… you’ll take it personally. And you shouldn’t. The value isn’t a reflection of your worth—it’s a reflection of the business’s readiness for someone else to run it.

Final Thought: It’s Not About What You Deserve, It’s About What You Can Prove

Look, I get it. You’ve worked your butt off. You’ve sacrificed weekends, friendships, probably a few hair follicles. But buyers aren’t buying your journey—they’re buying your outcome.

So if you’re serious about knowing what your business is worth, do the work.

Clean the books. Cut the fat. Build the systems.

And when the day comes that someone asks “So, what’s your asking price?” — you’ll answer with confidence. Not hope.

Now excuse me—I’ve got some coconut oil inventory to clear out. 😅

So here’s the deal…

About two years ago, I was knee-deep in the chaos of trying to sell my business in Los Angeles. You know, the city of dreams, palm trees, $7 lattes, and enough traffic to make you question your entire existence. 🥴 What I didn’t realize at the time was that selling a business here isn’t like listing a used couch on Craigslist. You need strategy. You need patience. And you definitely need a broker who knows what they’re doing.

If you’re reading this, chances are you’re either (A) thinking of selling your business in LA, (B) already trying and lowkey losing your mind, or (C) just really into reading blog posts about other people’s problems. Either way — I got you.

Let me walk you through 7 of the best business brokers in Los Angeles. Not a generic list written by a robot (hopefully) — these are based on real-world experience, elbow grease, and more than a few awkward Zoom calls.

1. Earned Exits – The MVP of LA Business Brokers

Let’s start at the top.

Earned Exits isn’t just a business broker — they’re the kind of team that makes you feel like your business is the most important one on their roster. I remember hopping on a call with one of their advisors — sharp, honest, and no fluff. Within 10 minutes, they had pinpointed what made my company valuable and what needed tweaking before taking it to market.

They specialize in selling businesses quietly, professionally, and with maximum upside. If your goal is a clean, lucrative exit without the drama — this is your crew.

Why they stand out: Exceptional deal structuring, buyer connections nationwide, and they treat you like a human — not just a number.

2. Snyder Partners – The Boutique Powerhouse

Think white-glove service but without the snobbery.

Snyder Partners leans boutique, and that’s a good thing. I had a buddy who ran a luxury goods e-commerce brand, and Snyder helped him exit with a seven-figure deal that didn’t involve selling his soul. They take fewer clients on purpose — so they can actually focus on getting great results.

Vibe: Personalized, strategic, and surprisingly transparent. You’ll know exactly where things stand throughout the process.

3. Pacific Business Sales – No-Nonsense Pros

I stumbled across these folks after a pretty painful experience with another broker who ghosted me for three weeks (not naming names, but let’s just say Yelp reviews were right).

Pacific Business Sales brought me back down to Earth — quick turnaround on documents, clean valuation work, and a calm professionalism that made everything feel less… messy.

Pro tip: If your business is in manufacturing, distribution, or B2B services, they’re especially good.

4. IBA – Old-School Wisdom with Modern Reach

IBA stands for International Business Associates, but don’t let the name fool you — they’re hyper-local when it counts.

They’ve been around since the ’70s (which, in LA business terms, basically makes them ancient monks of M&A). I was skeptical at first — but after hearing them break down my financials like a forensic accountant and outline multiple buyer profiles in under an hour… I was sold.

Good for: Legacy businesses, long-established operations, and anyone who values deep market knowledge.

5. Transition Consultants – The Niche Experts

Got a dental, medical, or healthcare-adjacent business? This is where you go.

I didn’t personally work with Transition Consultants, but I toured their process when helping my cousin sell his pediatric practice in West LA. These folks live for the clinical stuff most brokers wouldn’t touch with a 10-foot pole.

Highlight: They handle all the credentialing, compliance, and weird healthcare red tape most brokers don’t even understand.

6. LA Business Pros – Straight Shooters with Street Smarts

Sometimes you want a broker who just gets it — no TED Talks, no buzzwords, no lectures.

LA Business Pros gave me that. Real talk: I wasn’t their ideal client (my revenue was a bit below their usual range), but they still gave me pointers, referred me to someone who could help, and didn’t try to hard-sell me.

That alone told me everything I needed to know. People like that? You want them in your corner when you’re about to sell your life’s work.

7. BizEx – The Big Platform with Local Grit

BizEx is one of the bigger players in LA — they’ve got a large network of brokers, which means more reach… but also more moving parts.

Still, if you’ve got a business in tech, food & beverage, or logistics, they’ve got the firepower to bring serious buyers to the table. They helped a friend of mine exit a custom logistics software startup with a hybrid deal that involved both cash and earn-outs. Complicated, but they nailed it.

Heads-up: Make sure you get matched with a broker who knows your industry. The quality varies a bit depending on who you work with.

Final Thoughts: You’re Not Just Selling a Business… You’re Closing a Chapter

Look, selling a business isn’t just about money.

It’s weird, honestly. Emotional. Kinda like breaking up with someone you still care about, but you know it’s time. You’ll feel everything from relief to regret, excitement to terror. And a good broker? They guide you through all that without sugarcoating it.

In LA, where the stakes are high and the market moves fast, you need someone who’s seen the chaos and still knows how to dance with it.

I went in thinking I needed a “deal closer.” What I actually needed was someone to protect the legacy I’d built — someone who knew when to push and when to pause.

If you’re in that place now, start talking to these brokers. Interview them. Feel them out. See who vibes with you. Your business deserves that level of care.

And hey — if this helped even a little… buy yourself a fancy espresso. You earned it. ☕😌

Thinking About Selling Without a Broker? Here’s What Actually Happened When I Did It

So, picture this: it’s a Tuesday morning, and I’m staring at my espresso machine like it’s gonna give me the answer to life’s biggest question—

Do I really need a business broker to sell this thing?

Spoiler: I didn’t use one. And not only did I survive, but I also came out the other side a little wiser, a little richer (🎉), and yeah… a lot more tired than I expected.

But let me rewind a bit and walk you through what that journey really looked like. No sugarcoating. No rah-rah fluff. Just the straight-up story from someone who’s been there, done that, and spilled coffee on the closing docs.

Why I Even Considered Selling Without a Broker

I’d spent a good eight years building my business. Blood, sweat, midnight email sessions, and way too many cups of reheated coffee. It wasn’t a unicorn or anything—it was a service business pulling seven figures and running lean.

But I’d hit a wall. Not a burnout wall, more like a “what’s next?” kind of wall.

So I started poking around, asking other business owners what selling was like. Most people immediately said, “Get a broker.” And I almost did… until I saw that 10% commission.

Ten. Percent. Of everything I built?

Listen, I’m not cheap. But I also didn’t want to hand over a chunk of my life’s work to someone who might not hustle harder than me. I figured if anyone could pitch, negotiate, and close this sale—it was me.

That might sound cocky. It wasn’t. It was calculated.

Step One: Getting Real With Myself

Before I listed anything, I had to face the facts—warts and all.

• I wasn’t running a perfect business.

• My books were clean(ish), but not buyer-ready.

• I had systems… but most of them lived in my head or on sticky notes.

If you’re reading this and nodding, welcome to the club.

So I made a checklist (yes, like a nerd):

• ✅ Clean up financials (two years back minimum)

• ✅ Organize SOPs and key processes

• ✅ Lock in contracts and client retention data

• ✅ Create a one-page teaser

• ✅ Build a data room for due diligence

This stuff isn’t sexy. No one brags about spreadsheets on Instagram. But it matters.

Step Two: Finding the Right Buyer (Without Looking Like a Desperate Ex)

This part was tricky. I couldn’t exactly shout from the rooftops, “HEY I’M SELLING!”—not unless I wanted my employees spooked and competitors sniffing around like vultures.

So I went stealth.

I reached out to a few contacts in my industry. Former clients. Friendly competitors. Even a private equity guy I met at a conference back in ‘19 (who turned out to be way too aggressive, but that’s another story).

Eventually, I found a strategic buyer—someone who was already in a parallel space, looking to grow via acquisition. They weren’t just buying a revenue stream; they were buying synergy, relationships, and the systems I built.

And best of all? No middleman. Just two grown-ups, hashing it out.

Step Three: Negotiating Without Losing My Sanity (or My Shirt)

Let’s get real—this was the most nerve-wracking part.

Without a broker to play “bad cop,” I had to do the dance myself:

• Pushing on valuation without sounding arrogant.

• Justifying my price with real numbers (not “vibes”).

• Setting deal terms that protected me, not just the buyer.

Here’s what helped:

• I brought in a kickass attorney. Don’t skimp here. Seriously.

• I had a CPA scrub everything. Numbers don’t lie—but they do confuse if not explained right.

• I stayed emotionally detached. Okay, that’s a lie. I tried to stay detached. But every founder gets a little misty when talking about “their baby.” Just don’t let it cloud your judgment.

We went back and forth. I walked away once (for real). They came back with better terms. In the end, I got a deal that felt fair—without giving up control or crawling away broke.

What I Learned (The Hard Way)

Selling without a broker isn’t for everyone. But if you’re the hands-on type? The kind who likes to control the narrative, meet your buyer face-to-face, and save five to six figures in fees?

It might be for you.

Just keep in mind:

• You’ll work your tail off. There’s no sugar mama to handle the paperwork or screen buyers. It’s all you, baby.

• You need a solid team. CPA. Attorney. Maybe even a consultant if this is your first rodeo.

• You can’t be in a rush. I thought it would take 60 days. It took almost six months. (And yes, I almost threw my phone more than once.)

But here’s the thing…

When the wire transfer hit, and I walked out of my office for the last time? I didn’t just feel relief.

I felt ownership.

I’d built it. I’d sold it. My way.

Should You Sell Without a Broker?

Let me say this loud and clear: It depends.

If your business is messy, your financials are fuzzy, or you hate confrontation—get a broker.

If you love negotiation, have a high risk tolerance, and can keep a cool head under pressure? You might just crush it.

Just don’t go in blind. Be real with yourself. Set a game plan. And have a team who can back you up when the pressure’s on.

Oh, and drink way more water than I did. Trust me, coffee alone won’t get you through this.

Final Thought: This Wasn’t Just a Transaction

It was closure.

It was a handshake on everything I built.

And if you’re thinking of going this route, just know—you don’t need permission. You just need a plan.

Now go write your own ending. 🔥

“I Need Out. Like, Yesterday.”

I remember the exact moment it hit me—I was sitting in my office, staring at a spreadsheet that looked more like abstract art than financial data, sipping lukewarm coffee, and thinking: “I can’t do this anymore.” The passion was gone, the grind felt heavier, and the idea of walking away? Honestly, it felt more like freedom than fear.

If you’ve ever owned a business, you know it becomes a part of your identity. Like a clingy relationship—equal parts love and burnout. But when the thought of checking your inbox gives you a mini panic attack… yeah, it’s time.

I didn’t need a five-year exit strategy. I needed a clean break. Fast. And if that’s you right now? Buckle up. I’m gonna tell you how I sold my business quicker than most people sell their used bikes—and I’ll spill the good, the bad, and the “what-the-heck-was-I-thinking.”

Step 1: I Got Real About My Reason

First things first—why was I selling?

This wasn’t a sob story. Business was fine, revenue was decent, staff was competent, but my heart wasn’t in it. And buyers? They sniff out desperation like dogs in a butcher shop. So I had to clean up my mindset and tell a better story.

Instead of “I’m cooked and hate emails,” my narrative became:

“I’m ready to explore new ventures and looking for the right buyer to carry the torch.”

Boom. Instant credibility. People love growth stories, not escape routes.

Step 2: I Cut the Fat

Imagine trying to sell a car with fast-food wrappers in the backseat and a Check Engine light on. Yeah, not ideal. Same goes for your business.

I did a ruthless audit:

• Canceled wasteful subscriptions.

• Trimmed unprofitable service lines.

• Cleaned up the books (shoutout to my accountant who aged 3 years that week).

• Updated contracts and vendor agreements.

Basically, I Marie Kondo’d my business. Anything that didn’t spark joy—or profit—got axed.

Step 3: I Ditched the DIY Mentality

At first, I thought I’d go FSBO (For Sale By Owner, not a new boy band). I mean, how hard could it be? Spoiler: It’s hard.

I ended up hiring a business broker, and honestly, it was the move that saved me from 17 stress ulcers. They brought me real buyers, not tire-kickers. They also made sure I didn’t undersell my baby because I was emotionally drained and just wanted out.

Yeah, I paid a commission. But it was like paying for a sherpa when you’re climbing Everest. Worth. Every. Penny.

Step 4: I Got Loud—But Smart Loud

This part? Kind of fun.

We created a short, no-fluff business summary—think Tinder profile, but for business buyers. It highlighted:

• Revenue streams 💸

• Loyal customers 📈

• Low churn 📉

• Growth potential 🚀

Then we pushed it out. Private listings, buyer networks, quiet conversations with industry folks. I didn’t blast it on Facebook or tape a “For Sale” sign on the front door. That’s how you attract randos, not real players.

Buyers want exclusivity. Make them feel like they’re getting early access to something big.

Step 5: I Negotiated Like a Human, Not a Robot

Here’s where I almost blew it.

The first buyer came in hot. Full asking price, quick close. I was ready to sprint to the finish line… but my broker hit pause.

“Ask questions, not just for price—but for fit.”

We found red flags: They wanted to gut the team and flip the business like a house. That wasn’t the legacy I wanted. So we passed.

Eventually, I found the right buyer. Someone who got the brand, respected the customers, and offered fair terms. We hashed out the deal over two Zoom calls, a few beers, and one very long Tuesday night.

What I’d Do Differently (AKA My “Oops” List)

Let’s keep it real—this wasn’t a fairy tale. I made mistakes. You will too. But here’s what I wish I’d done better:

• Started prepping six months earlier. I crammed everything into one brutal month. Felt like finals week in college.

• Tracked KPIs religiously. Buyers love data. I was too loose with it.

• Got a valuation early. I pulled a number out of thin air at first. Not smart.

• Emotionally detached sooner. Selling something you built? It’s personal. But if you get too clingy, you’ll sabotage deals.

Final Thoughts: Speed vs. Regret

Selling your business fast doesn’t mean cutting corners. It means making strategic decisions without dragging your feet. It’s a delicate dance between urgency and control.

Don’t wait for perfect timing—it doesn’t exist. Don’t wait until you’re completely burned out either, or you’ll sell for less than you should.

Look, I’m not some unicorn entrepreneur with a TED Talk. I’m just a guy who built something decent, hit a wall, and figured out how to exit without losing my shirt.

And if you’re sitting there right now, thinking, “Maybe it’s time,” — trust that gut.

Because the freedom on the other side?

Oh, it’s real. And it’s waiting. ✌️

Key Takeaways

• Frame your reason to sell as opportunity, not escape.

• Trim the fat—simplify operations and clean your books.

• Use a broker if speed and serious buyers matter to you.

• Create a strong but concise business summary.

• Vet buyers carefully—it’s about fit, not just price.

• Avoid last-minute scrambles by preparing early.

Ready for a successful exit? It starts with the decision to stop waiting. Go make it happen.