When I buy a business, I don’t just think about running it—I also think about how I might exit one day. Over the years, I’ve realized that exit planning starts at acquisition. The way I structure, manage, and grow a business depends on what kind of exit I want down the line.
Why Exit Planning Matters
It matters because it:
- Shapes how I structure deals and financing
- Guides system-building for scalability
- Defines valuation drivers I need to prioritize
- Prepares me for buyer due diligence in the future
- Reduces surprises when I eventually sell
If I don’t think about exits early, I risk building businesses that are hard to sell later.
My Early Mistakes
In one acquisition, I ignored exit planning entirely. When I tried to sell years later, the business was too dependent on me. Buyers discounted heavily.
In another deal, I overinvested in assets that didn’t increase transferable value. When I exited, those investments didn’t translate into a higher multiple.
Both mistakes taught me to plan my exit as soon as I plan my entry.
How I Plan Exits at Acquisition
- Define whether I’ll aim for a strategic buyer, financial buyer, or internal succession
- Identify valuation levers that will matter to future buyers
- Build systems that make the company transferable without me
- Protect financial reporting integrity for clean diligence later
- Structure ownership and equity in ways that won’t block exits
Types of Exits I Consider
- Selling to strategic acquirers for synergies
- Private equity roll-ups seeking scalable platforms
- Management buyouts where insiders take over
- Generational transfers or ESOPs in family-style businesses
Final Thoughts
I’ve learned that every acquisition has two bookends: the day I buy and the day I exit. Everything in between must be designed with both in mind.
That’s why I embed exit planning into acquisition strategy from day one.
I continue sharing my acquisition playbook at DrConnorRobertson.com, where I explain how I design businesses for both growth and eventual exit.