Sam Penny (00:36)
Welcome everybody. Welcome to another Built to Sell webinar. Today, it's all about the numbers that drive your sale price. I'm Sam Penny, I'm coach for the brave. And today we're going to dive into one of the most, I reckon, most misunderstood yet critical parts of selling a business and it's the numbers. So here's the truth. Most business owners, they focus on how things look to buyers.
They look at the branding, the story, the team photos, and don't get me wrong, all of that stuff matters. But if the numbers don't stack up, the deal falls apart. This session today is all about pulling back the curtain and showing you what actually drives the evaluation, not just in theory, but in practice. What we're going to look at is what to measure, how to improve it and how to present it in a way that gives buyers confidence and helps you command a premium.
price when you go to sell your business. How does that sound? Whether you're looking to sell in 12 months or even five years, this is the foundational work that makes or breaks your exit. So let's get into it.
All right. Before we dive into the numbers, uh, I just want to introduce myself properly and particularly for those people who are new here. I'm Sam Penny. I'm a founder. I'm an entrepreneur, endurance athlete, and really someone who's been in the trenches of building, scaling and selling businesses. And over the last 25 years, I've built companies, built them from scratch.
I've taken on some pretty ridiculous challenges like swimming the English channel. And I've also helped business owners turn chaos into clarity. But here's what I've seen time and time again, great businesses that get undervalued because the owner doesn't know how to communicate their worth. And that's what I do now.
I'll make you fill the invisible value gaps and also make sure you get paid for it and get paid well for it. So I'm not here to give you theory. I'm here to show you what actually works in real businesses, in real sales. And look, if you're a founder looking for freedom from the day to day from the guesswork and eventually the business itself, you're in the right place. Now, if this is your first time joining me,
I want to quickly point out to you the Built to Sell, Built to Buy podcast. It's brand new and each week I dive into some pretty practical straight talking conversations about selling and buying businesses, the lessons, the traps, the real world moves that make the difference between an average deal and an extraordinary one. So I bring in founders, investors, brokers, operators, all those important people who've been there and done that and aren't afraid to share the numbers behind the scenes.
So if you're serious about improving your business, whether it's to sell it or scale it, make sure you subscribe. It's on Spotify. It's on Apple. And of course, head over to Sampenny.com
Now, here's the structure we're gonna follow today because knowing the numbers just honestly isn't enough. You've got three things to know today. So the first one is what to measure. There's a handful of key numbers that really drive your valuation. And if you're not tracking them, you're flying blind. And I'm gonna walk you through each one of those. Then the second part is how to improve it. And this is where we move from really passive to
proactive because improving your sale price isn't just about waiting for growth. It's about being strategic and knowing what levers to pull and when, and then finally how to present it. This is the part that most business owners miss because you can have great numbers, but if they're buried in messy spreadsheets or wrapped up in jargon, buyers honestly just won't see the value. Presentation equals perception and
perception affects the price. So as we go through this session, keep these three categories in mind, measure it, improve it, present it. All right, let's make this super clear because buyers don't buy businesses, they buy three things, cashflow, confidence,
and clarity. And if you take nothing else from this session, please just remember that line because buyers aren't buying your hustle. They're not buying your late nights. They're not buying how passionate you are. They're buying the future income that the business can generate without you in it. And that's cashflow. They're buying confidence in your systems, confidence in your teams and records. That's the confidence there.
And they're buying a clean picture of what they're actually stepping into. And that's the clarity part. And if they can't see that they either walk away or they're going to discount your price. And yeah, look, emotion can get them interested, a great brand story, a charismatic founder. But honestly, it's the numbers that really close the deal. So let's stop thinking of financials as the boring backend detail, because they're not your numbers.
are the business story and they're also the language that the buyers speak. So let's move on to how value is actually calculated. And this is a formula every buyer uses, whether they tell you or not.
Okay, so this is the core value formula that every business buyer is going to apply. It's pretty simple. Valuation equals a profit multiplied by a multiple. Now, specifically, we're talking about EBITDA. So that's your earnings before interest, tax depreciation and amortization. Let's just keep it simple. Let's just keep it, it profit. Think of it as your clean comparable profit numbers.
And what this does, it strips away the stuff that varies between businesses so that buyers can compare apples to apples. Now, as you can see, this formula gives you two clear levers. So the first lever, obviously, is to boost your profit. And that's the obvious one. You grow your revenue, you cut your waste, you improve your margins, but it's not just about bigger numbers. It's about sustainable, predictable profit.
And the second lever here, this is your multiple. So we want to increase the multiple. And honestly, this is where the magic happens because the multiple is a reflection of the risk and the potential of the business. The more systemized, scalable and low risk your business is, the higher that multiple climbs. And even just a small increase in the multiple can have a massive effect on your valuation. So let me give you an example.
Let's just say in a business you're earning $250,000 in profit and you sell it at a three time multiple. So you walk away with $750,000 from that sale. Now, if we can pull that multiple lever and increase your multiple to four without changing your profit, now that's a $1 million business. So the same earnings, but an extra $250,000 in value. That's $250,000.
in your pocket and that's the power of the multiple. Now the question is what drives the multiple up and that's exactly what we're going to cover next.
So what makes a buyer go from offering you say two and a half times multiple to three and a half or even a four times multiple? And it's not one thing, it's a combination of factors. And I call these the eight value drivers. And these are the things that either increase or decrease a buyer's confidence in your business. So let's run through them quickly now and then we'll go deeper into each one. So the first one you can see here is the financial performance. Are you making money?
Is it consistent and are the margins healthy? Now, second is the growth potential. Can the business grow without massive capital injection or your heroic effort or even having to input their heroic effort? Third one is recurring revenue. So is your income predictable or do you have to chase it down every single month? The next one is the
Owner independence and does the business rely on you to function? That's actually a massive one in the eight value drivers. Next one of the systems and processes. So is the business built on repeatable business systems or just gut feel people just going through the motions? Does the daily routines, the daily tasks that always happen within your business? Do they adapt over time and are they well documented?
Next is the competitive advantage. So do you have something defensible or are you just competing on price? And the last one here are clean books. Pretty straightforward, but can a buyer easily understand your financials or is it a mess? Now, each one of these plays a role in either building business trust or raising red flags. So over the next few slides, we're going to break each one of these down one by one.
And we'll start with the financial performance. But first, and before we jump into each of the value drives, I just want to share with you something really powerful that I've created. This is called the business sale readiness report and the business valuation report. Look, you need to know your numbers and then you need to make them bigger. Most business owners, they really have no idea what their business is really worth or
what is holding that value back. And that's exactly what these two reports are designed to uncover and fix. So firstly, the business sale readiness report, it gives you a clear objective score across each of those eight value drivers. And these are the ones that matter most to us. So things like financial visibility, your team structure, owner independence, IP, recurring revenue, it shows you where you're strong and where you're exposed and specifically what needs attention.
And this isn't just made up. It's the same framework that professional buyers use to assess risk and assign these multiples. And then you also get the business valuation report. It takes those scores and it translates them into a real world valuation range based on actual market multiples. So you'll see what your business is likely worth today. But more importantly,
what it could be worth if you made the right improvements. And together, these reports, they don't just give you insight, they give you really a game plan. You walk away with clear, actionable steps to increase your multiple and drive up the eventual sale price. And honestly, it's the most practical tool you can use to take control of your exit and ensure you don't leave money on the table. And all you have to do is go to sanpenny.com forward slash readiness.
It's all there. Don't go now because I want you to hang around because we're going to now dive into some really powerful stuff. Let's go into each of those eight value drivers one by one. All right, let's kick it off with the most obvious, but also probably the most important. It's the financial performance. Of course, buyers want to see that your business is consistently profitable and
It's not just a lucky year or a spike from a one-off deal, but they want to see solid recurring growing profits over time. So here's some key things to look at. Firstly is revenue trends. Are you growing year on year or have things plateaued or even worse, have they declined? Now, the second is your gross margin. So this tells a buyer how efficient your business is. A high gross margin means you're adding value, not just reselling.
And next is your EBITDA. So this is the core metric that buyers use to assess your profitability. You really need to clean it up, make sure it's real and not inflated with personal expenses or funky accounting. And also you should always be comparing your numbers to industry benchmarks because a buyer isn't just looking at your business in isolation. They're looking at what they could sell.
and what else they could buy in your sector at your size in your location. Remember, it's a competitive market when you're trying to sell your business. So ask yourself, are you best in class or are you really just middle of the pack? And if your numbers are solid, that builds trust. If they're not, or if they're unclear, that's where buyers start discussing or they start walking. So next, we're going to move on to the growth potential because
Strong numbers are great, but where can your business go to from here?
Now, driver number two, growth potential. So this is a huge one for buyers because even if your numbers today are decent, the real question a buyer is asking is, can this thing grow? And more importantly, can it grow without me having to reinvent the wheel? So there's two really big angles here. The first is the historical growth rate. Buyers want to see momentum.
If your business has been flatlining for the past, three years, it doesn't inspire confidence. But if there's an upward trend, even just a modest one, it's a signals health. Now, the second is the market potential, because if business hasn't just grown, doesn't mean it can't. The buyer wants to know if there's room to expand. And are you in a growing market? Do you have untapped
product services or even territories. And then ask yourself this, what story are your numbers telling you? Are they telling the story of a founder who built something solid, repeatable and scalable? Or one who got it to a certain level and really ran out of steam? And here's the mindset shift that I want you to make. Buyers don't buy.
where your business is, they're buying where it could go with the right fuel. So paint a picture of that future and then back it up with numbers, not just hype. Right. Now let's get into one of the biggest levers for lifting your multiple. And this is the recurring revenue. And honestly, this is the buyer's best friend because not all revenue is created equal.
There's a world of difference between having to chase every single dollar, you those one off sales and having income that just shows up month after month because buyers pay a premium for predictability. And why is that? Well, it's because predictable revenue reduces risk. A lot of ours in that one. Predictable revenue reduces risk. It makes it easier to forecast. It makes
the transition smoother. And it also gives the buyer a lot of peace of mind that they're not starting from zero every single month. So if your sales are just one offs, you're having to go out and do the sale time after time after time. That's really hard. You're really starting at ground zero on day one of every month. Because those one off purchases, they're high effort and the low predictability, whereas a repeatable customer, they come back and they come back
time after time, but it's not guaranteed. Whereas a recurring subscription based or retainer based contract based that income, you can bake it in it's straight into the bank. Now, let me give you a quick example. So two businesses, they're both earning half a million dollars in profit. One has 30 % recurring revenue. The other has 80%. Now,
Obviously, guess which one gets the higher multiple every time the one with the recurring revenue. So ask yourself how much of your income is locked in. And if the answer is, well, not much, then how can you change that? Could you introduce, a subscription model or service contracts or a loyalty program with monthly billing? Recurring revenue isn't just good for you now.
It's a direct ticket to a higher valuation. Now let's move on to the next value driver. And we're going to talk about something that buyers look at with a microscope. ⁓ And it's your involvement in the business because this is one of the most underrated, but the most critical value drivers. And here's a hard truth. The more your business depends on you, the less it's Buyers really aren't just buying your brand.
They're not buying your customers or your systems. They're buying your absence and they're asking what happens when you walk out the door? And if the answer is, well, everything falls apart, then we've got a pretty big problem. Let me put it another way. Your presence is a liability. It's not a strength and particularly when it comes time to sell. So what are the buyers really looking for here? They're looking for a team that knows what to do.
without calling you. They need clear roles and responsibilities and a business that doesn't grind to a halt when you go on holiday or when they take over. And a great question to ask yourself is, how many hours per week are you required for this business to operate smoothly?
Now...
Not how many hours you choose to work, but how many hours are you required to be there? So if the answer is 40, 50, or even 60, that's a real risk. If the answer is five, 10, or 15, now we're talking and that's where we want to be. So start thinking about how to replace yourself, not just as a technician, but as a decision maker, because independence isn't just about systems. It's about trust, the team.
and the transferability. Now, let's move on to something that's pretty closely related to this, but operational at its core, and it's your systems and your processes. So this is really where the rubber meets the road because buyers want to know, is this business repeatable? Can someone step in, follow the instructions and keep the machine running? Or is it all locked up in your head?
And here's the thing, systems aren't about bureaucracy. They're about predictability. And that's what buyers are looking for. They're buying predictability. They're looking for evidence that the key tasks are documented, that the core workflows are systemized, that your business isn't reinventing the wheel every single day, because a strong system gives a buyer confidence that what you've built
It's not just a fluke, it's been engineered. So what are they actually looking for here? They're looking for the SOPs, the standard operating procedures. So we need these written, we need them current, and we need them accessible. Next is the automation. So are there tools or even tech that can reduce human error? The third is the delegation. Who owns what? What are the roles and what are they clearly defined?
And if I look, if I had to give you one metric here, it's this, how many of your business critical processes are documented and executable by someone else tomorrow? So if the answer that's not many, you've got some work to do, but here's the good news systemizing, even just your top five workflows can have a massive boost to your buyer confidence. And if you join me in, in
My last webinar, you'll know exactly how to do that. Right. Next up, let's talk about customer concentration and why too much success with one client can be a liability and not an asset. Because this one can tank a deal faster than almost anything else. So let me paint a scenario for you. You've got great revenue. You got strong profit. Everything looks good until the buyer sees that one customer.
makes up 40 % of your income. And suddenly, the deal gets shaky. There's a red flag starting to wave around right there. And why is because the buyer starts to think, well, what if that customer leaves the moment I take over?
And if they do, boom, there goes pretty much nearly half your business. A high concentration equals a high risk and risk equals a lower multiple. So as a rule of thumb, no single customer should make up really more than 15 % of your revenue. And ideally your top five customers combined should be no more than 50%. So have a look at your own business and what do you reckon your own
current ratio is if one or two customers are keeping the lights on, now's the time to diversify. And that could mean spreading your revenue across more clients, introducing new verticals, or even building out subscription models that reduce reliance on big deals. Because remember that buyers aren't buying your income, they're buying the stability of your income. And when your income is
overly tied to a few accounts, the foundation, it really starts to look shaky. All right, let's shift gears and let's look at something that's a bit more strategic and it's your competitive advantage.
So I actually like to call competitive advantage your unfair edge because buyers want to know why this business, why now, and why not just build it themselves or buy your competition. And so the question really is what makes your business defensible? And there's a few things that it could be. It could be a unique product. It could be a locked in customer base. It could be your intellectual property.
property. Could be things like exclusive supply agreements or a well known brand with trust really baked in. But here's the catch your competitive advantage, it really needs to show up in your numbers. So if you say you're a premium, but your gross margin is really paper thin, the buyer is going to doubt really the story that you're telling them. If you claim loyalty, but customer
retention is weak, that there raises some red flags. So here's what to look at. Your gross margin versus your competitors. Can you charge more because you're better or are you stuck in a pricing wall? And when it comes to customer retention, do people keep coming back? With brand equity, is your business name worth something or is it just a placeholder? You know, like Acme, proprietary limited.
Buyers pay a premium when they see motes. These are the things that are really hard to copy. And your job is to make these motes visible and back them with data. Because if you're just another me too, your business with no strategic edge, your multiple is going to stay low, even if you're profitable. Now, let's move on to the next round of the value drivers. And this is something that's very foundational, but
often overlooked and its claim books.
Now, this one is what kills more deals than anything else. You can have great margins, you can have solid growth, you can have loyal customers, but honestly, if your books are a mess, no buyer is going to touch your business without a massive discount or not at all. And why is that? Well, it's because unclear financials scream risk and due diligence is brutal.
When the buyer's accountant, they all go digging. They're not looking for reasons to celebrate. They're looking for reasons to walk away. So let me be blunt, messy books are 100 % a deal breaker. And here's what buyers want to see. They want to see the quality of earnings. So are they clear? Are they accurate? And they're not patted out with personal stuff.
and have accountant reviewed reports, not DIY spreadsheets or your mates login details.
You also need three years of clean categorized panels. So what a buyer wants to see is month to month detail, not annual summaries. And look, it doesn't mean you need a big four audit, but you do need clarity, consistency and credibility. So if you're planning to sell in say the next six to 18 months,
You really need to start cleaning things up now. And that means separating your business and your personal expenses. You need to start categorizing transactions properly and getting someone qualified to help if, if you really need that, because at the end of the day, remember if buyers can't trust your numbers, they won't trust your business. Now, next up, we're going to bring it all together and show you what to do with these drivers and.
hopefully create a much higher valuation. So we've already covered a lot with those eight value drivers. Let's take a step back. Let's bring it all together. Now, I've shown you how the eight value drivers have so much influence on what your business is worth and also how confident it makes a buyer feel on giving you an offer. So let's run through these one more time. We've got financial performance.
We've got growth potential, recurring revenue, owner independence, systems and processes, customer concentration, competitive advantage, and clean books. Each one of these is a lever. And it's a lever you can pull to either increase the sale price or decrease the time it takes to sell. Now, I want to challenge you, rate yourself across each of these. Are you red, yellow, or green?
And then you can start to identify where are the gaps? Where are you strongest? Where are the risks? And to make this easy, like I said, I've created that business readiness report. It gives you a visual scorecard of where you stand today and what to focus on next, because you can grab that. It's easier to do. It honestly takes two or three minutes. Head to sanpenny.com forward slash readiness. Because here's the deal.
You don't need to be perfect across all eight of these drivers. But if you can go from say red to amber or amber to green, you can dramatically shift your valuation. You can reduce the risk and you can make your business irresistible to the right buyers. All right. Now let's get clear on what buyers are actually paying for and how to position your business around that. So we're going to zoom out for a bit.
after everything we've gone through and we've already gone through quite a bit there. We've gone through the numbers, we've gone through the drivers, the levers. I want you to remember this. Buyers aren't buying your business, they're buying what your business gives them.
And remember, this breaks down into three parts. Predictable income. They want to know that revenue is going to continue and it's going to be reliable. Once you're gone, the more recurring and stable it is, the more valuable it becomes. they're also buying minimal risk. Buyers are asking, what could go wrong if your business is overly dependent on you on one client on one channel?
It really feels risky and risk means a lower multiple or even a longer sales process. And third, a smooth transition. They're not just buying an opportunity. They're stepping into an operation. Now, if your systems are clear, if your team is trained and your handover plan is clean, the transition feels seamless and that reduces fear and it boosts valuation. So the question then becomes,
Does your business provide these three things? And if not, that's where you need to focus your effort because at the end of the day, your valuation isn't just a number, it's a reflection of trust. And trust is built when income is predictable, risk is minimized, and the path forward is clear. Okay, now let's look at where to start first. And this is what you should start to fix first.
And I know there's a lot there and the question is, geez, where do I start? ⁓ let's be honest. It's easy to feel overwhelmed. When you look at all the moving parts, when you've got eight levers to pull, that's a lot of moving parts to try and drive value in your business. So remember that's why I've created this business readiness report. You'll get the two things, which is the business sale readiness report.
but also the valuation report. Now, the sale business readiness report, it actually gives you five recommended actions. And these are the highest leverage moves that you can make right now to improve your valuation. It'll also identify the three valuation drags. So the biggest risks that your business is that's pulling down your multiple. And look, this isn't just generic
advice. This is tailored exactly to where you're at right now. So instead of trying to fix everything, you focus on the right things first. And so here's what you do just head to Sampenny.com forward slash readiness. There's a few strategic questions, it'll email you then the two reports. Because here's the truth, small improvements to the right numbers can make a massive improvement and shift in your valuation.
So if you're serious about selling in the future or just building a more bulletproof business, this is where you start. Now I want to show you exactly how this works in the real world with a quick case study. ⁓ let me show you how this plays out because this isn't theory. These numbers shift deals. And here's a case study. This is from an e-commerce business that I worked on. They had
pretty solid numbers, $250,000 profit. So quarter of a million bucks at EBITDA. The business current multiple was at 2.6. And so that gave it a valuation of 650 grand. But here's what were the valuation drags. This is what was holding them back. Their recurring revenue was under 30%. And most customers were only making one time purchases.
there weren't any SOPs and really the operations were all in the founder's head. They also had a short trading history of less than two years of really consistent performance. So here's what we did. We introduced a loyalty program with subscriptions as well. And this added stability to their revenue stream. And this is worth about a 0.3 uplift in their valuation.
We then documented the processes and the onboarding playbook. This reduced the perceived risk and dependency on the founder. And this was worth another 0.2 increase in the multiple. And they also stayed in the game for another year. They kept their books clean and they built consistent growth pattern. And that added another 0.2 onto the evaluation multiple. So the total uplift of
focusing on those three things gave a total uplift of 0.7. So the new multiple went from 2.6 to 3.3 and their new valuation went up to $825,000. So just by focusing on those three things, they added $175,000 to their sale price without even changing their profit level. And this is the power of small strategic improvements.
focused on what buyers value most. And you can do the same. Next up, let's bring it all home with the core mindset shift that you need to take to go with this exit. And if there's one message I want to leave you with today, it's this. You're not just selling a business, you're selling the cashflow, confidence, and clarity. I've said that a few times today, but...
It's so important. That's what buyers are buying. They're buying cashflow, confidence and clarity. And let's break it down one more time. Cashflow, the buyer wants to know the business will keep generating profit sustainably and without drama. That's what pays them back. That's what funds their investment. Now, they also want confidence that the systems work. They want confidence in the team.
And they want confidence that there are no hidden skeletons waiting in the due diligence. Buyers pay a premium when they feel secure. And the third part is the clarity. So clarity in your numbers, in your operations, and in your value proposition. If they can't understand it, they won't pay for it. So if you want to maximize your sale price, your job is to deliver on those three things.
It's not just words, but with measurable proof. And that means you have to know what to measure. You have to know how to improve it. You have to know how to present it. And that's what today's all been about, giving you the tools, the thinking and the roadmap to turn invisible value into visible dollars. Now let's talk exactly how to present all of this to a buyer.
and ⁓ make sure that the story and the numbers that you're telling are compelling.
Because as I said, the numbers alone just aren't enough.
You can have a great business, but if the buyer can't see clearly exactly everything about the business, they're either going to walk away or they're going to devalue the deal. And remember how you present your numbers is just as important as the numbers itself. This is what buyers want to see. And this is also how you give it to them. Give them three year profit and loss statement and make it
month by month, make it clear, make it categorized without any crap in there. It tells the story of your revenue. tells the story of your expenses and also your profit trends over time. Next is a clean balance sheet. So show the assets, the liabilities, the equity and make it really simple and understandable. If this feels overwhelming, honestly, get an accountant to help you clean it up.
And also provide a monthly revenue graph. And the reason for this is because visuals help so much. Show your growth trajectory. That's a hard word for me to say trajectory. Help the buyer feel the momentum. And if they can see it on a graph at a single glance, it gives them so much confidence. Also develop an SOP documentation pack because this
doesn't just say that we have systems and show them in a folder, you know, the top 10 processes. What you want is a folder with the top 10 processes for onboarding, for order fulfillment, for marketing flows, for customer support, whatever drives the engine of your business. And here's the real kicker. When you present your business this way, you don't just inform the buyer, you really start to impress them. You show them that
This isn't just a side hustle. It's a real scalable and sellable business. So don't wait until the deals on the table. You need to start assembling this pack now. if you're sitting here thinking that, yeah, all of this makes sense, but I don't know where to start. You're not alone.
Look, I've worked with hundreds of founders at every stage of the journey. And here's the reality. Most business owners, as you probably know, you're too close to the business to really see where the real value lies or even where it's leaking. And that's where I come in. If you want someone who's done this before, I've built and sold businesses, I've navigated due diligence and I've helped others drive their valuation and drive it up quite significantly. Let's have a chat.
You see, I run a high performance coaching program and specifically designed for founders who want to exit at a higher multiple, who want to reduce the chaos and the dependence on them, but also build a business that buyers actually want to buy. Look, this isn't just feel good talk and it's not theory. It's 100 % execution. We're going to roll our sleeves up. We're going to identify those levers. And we spoke earlier about the eight value drivers.
but we're also going to implement and we're going to implement fast. So if you're ready to turn your business and make it something that's highly valuable to make it something that's sale ready, because remember this is one of your greatest assets and we need to increase the value of your asset because the money in your pocket is better than the money in the pocket of an investor.
All right, now I want to hear from you. So we've just walked through the eight key value drivers. We've gone through some real world examples and the steps that you need to take to increase your multiple.
and make your business more sellable. So let me ask you this question. Where do you feel that you can immediately increase your valuation? So, could it be your recurring revenue? Could it be your owner independence removing you from the day to day? Could it be simply just cleaning up your books? Or maybe it's just finally getting your systems out of your head and onto paper.
or maybe just fixing your customer concentration, tightening your financial reporting, whatever it is, now is the time to identify it. And if you've downloaded the readiness report, remember, just head to sampenny.com forward slash readiness. You've already got your personalized starting point. If you're listening on to the pod,
Feel free to shoot a message to me anytime via my website or LinkedIn or any of the other social channels I'd love to hear what stood out and where you focus in first
All right. Well, look, before we wrap up, I just want to give you a quick sneak peek of what we've got coming up next in the built to sell webinar. So the next one is all about de-risking the deal and how to make buyers say yes. So it's on 3rd of July, it's 11 a.m. Today was all about the numbers and the what and the how ⁓
The next session, is all about removing doubt.
Because even with great numbers, deals fall over when they feel uncertain.
So what we're gonna cover in the next session, we're gonna cover the red flags and the things that buyers really watch for and how to eliminate them, how to package your business in a way that feels low risk and high confidence, and also how to make your deal too good to ignore. particularly without dropping your price.
This is where you take what you've built and you frame it for the sale. And if you're serious about selling, if you're serious about scaling or simply getting your business ready for that moment, this really is a can't miss session. So mark it in your calendar, invite a mate, be there live. In the meantime, grab your business ready report at sampenny.com forward slash readiness. And I'll see you soon. And thanks for.
being here and remember you're building a business someone will want to buy and let's make it worth it.