September 7, 2025 • 32 mins
Jason Sisneros is a battle-tested CEO and business strategist known as The Architect for his unique ability to systemize, scale, and turn around companies for maximum cash flow or exit. He’s worked with Fortune 500 giants like Nike, Comcast, and Microsoft, and has led the successful turnaround of over 100 small to mid-cap companies. Renowned for his leadership expertise, Jason has delivered over 3,000 presentations and was a top speaker for Tony Robbins.
His entrepreneurial journey wasn’t without setbacks—Jason lost three businesses and filed for bankruptcy. Instead of quitting, he spent six years learning directly from the world's top business minds, filling notebooks with proven systems and strategies. He applied that knowledge to rescue a failing cleaning business, turning it into a multi-million dollar exit using what would become the B2X System.
That single turnaround sparked a 20-year career helping entrepreneurs build scalable, sellable companies. With decades of experience, dozens of personal exits, and countless consulting wins, Jason now offers the B2X System—a complete operating blueprint for entrepreneurs ready to scale and succeed.
During the show we discussed:
- Why businesses fail to scale — and how B2X fixes it
- The four pillars of the B2X Approach
- Shifting from operator to owner
- Why books and coaches aren’t enough
- Culture’s impact on valuation and scale
- Building systems that run without you
- Custom-tailored vs. generic exits
- When to start exit planning
- Biggest mistakes when selling a business
- How B2X attracts buyers and investors
- What a strong exit team looks like
- The value of recurring revenue and retention
- Key financial metrics buyers want
- Real business turnarounds with B2X
Resources:
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Transcript
Episode Transcript
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(00:02):
(Transcribed by TurboScribe.ai. Go Unlimited to remove this message.) Welcome to the Business Credit and Financing Show.
Each week, we talk about the growth strategies
that matter most to entrepreneurs.
Listen in as we discuss the secrets to
getting credit and money to start and grow
your business.
And enjoy as we talk with seasoned business
owners, coaches, and industry leaders on a variety
(00:22):
of topics from advertising and marketing to the
nuts and bolts of running a highly successful
business.
And now, to introduce the host of our
show, financial expert and award-winning author, Ty
Crandall.
Hello, and thanks for joining us today.
I'm super excited you could be here.
Today, we're talking about how to exit your
business really the right way, actually how to
(00:44):
exit your business on your terms.
So we're actually gonna talk about building your
company to exit and the things you need
to know to basically systemize and to be
able to sell the business on your own
terms.
Look, what you do right now will determine
how much money you're exiting for.
And if you're like me and a lot
of the rest of us entrepreneurs, then your
exit and what you exit for, that's your
(01:05):
retirement, that's your everything.
We're working towards that purpose.
But here's the thing, and here's what's interesting.
I have a lot of friends that exited.
As a matter of fact, one of my
really good friends just exited a business for
multiple nine figures.
And I can tell you the one thing
that 100% of them have in common
is that they all wish they knew things
when they were building the business that they
didn't know until after they exited.
(01:26):
They all felt like they left millions or
tens of millions of dollars on the table.
So what you're doing now is going to
determine how much money your business is worth
when you exit, and we are going to
make it worth the maximum value in today's
interview.
So with us today is Jason Cisneros.
Now, Jason is a battle-tested CEO and
a business strategist known as The Architect for
(01:46):
his unique ability to systemize, scale, and also
turnaround companies for maximum cashflow or exit.
Now, he's worked with Fortune 500 giants like
Nike, Comcast, Microsoft, and has led the successful
turnaround of over 100 small to mid-cap
companies.
Renowned for his leadership expertise, Jason has delivered
over 3,000 presentations and was a top
(02:07):
speaker for Tony Robbins as well.
Now, his entrepreneur journey wasn't without setbacks.
Jason actually has lost three businesses and filed
for bankruptcy as well.
Instead of quitting, though, he spent six years
learning directly from the world's top business minds,
filling notebooks of proven systems and strategies.
Now he applies that knowledge to rescue a
(02:28):
failing cleaning business, turning it into a multi
-million dollar exit used to mean would not
become what it was without the B2X system.
So the single turnaround smarts a 20-year
career, helping entrepreneurs build scalable, sellable companies.
And with decades of experience, dozens of personal
exits, and countless consulting wins, Jason now offers
(02:49):
the B2X system, a complete operating blueprint for
entrepreneurs ready to scale and succeed.
Jason, what's up, man?
Thanks for joining us.
Wow, look at that intro, man.
I'm gonna, I know you make a lot
of money and you're high priced, but I'd
love to have you do that every time.
I might just check, I might just like
clip that and throw it on the beginning
(03:10):
of my show from now on.
You're a great voice.
I'm telling you, man, I took that a
little bit, but you've done some really, really,
really good stuff.
Oh, thank you, brother.
Thank you, and so have you.
That's why I was excited about this conversation
and your audience.
And as you mentioned in the very beginning,
you have to have a passion for the
people that do what we do.
It's small and mid-cap, right?
That's kind of my family as I look
(03:31):
at it.
And that's why I was excited for this
conversation.
You've added so much value through your podcast
and through your advice and the books that
you've written.
So thanks for having me on.
I'm honored to be here.
I appreciate it, Jason.
It's an honor to have you on here.
A lot of businesses fail.
You're a turnaround specialist and expert.
So what do you find are some of
the most common reasons that businesses are failing
(03:52):
when you come into them that you're able
to turn them around with your B2X system?
Yeah, it's interesting.
I mean, I learned what not to do
in business by screwing them up myself.
And that was, when you talk about those
three bankruptcies, it's like, I get a little
PTSD because I'm like, man, I remember those
days.
It was one after the other after the
(04:13):
other.
It was like, they kind of all sort
of fell together.
And I look back on those times where
I didn't, I had a lot of enthusiasm.
And this, you'll recognize this in a lot
of entrepreneurs.
We have this thing inside of us where
there's no more, it's about 10% of
the world population ever becomes what's called a
(04:34):
merchant, right?
Nowadays, it's entrepreneur, business owner, whatever.
But there's only about 10% of the
world that has the DNA that tells us
unconscious mind that we can't not be business
owners.
We have to control our own destiny.
Come hell or high water.
And so we're built a little bit differently.
(04:55):
I heard that from Mark Anderson.
He said, you can't not be an entrepreneur
if that's who you are.
And so then you get into it.
There's not a lot of education.
There's a lot of scam artists and gurus
and people who are trying to tell you
how to build a business, but experience is
really the best teacher when it comes to
(05:17):
business.
And then you find along the way, one
of my mentors is Keith Cunningham and he
was the rich dad in the rich dad,
poor dad books.
Those stories were written about, he was the
guy.
And I was fortunate to be mentored by
a man who was amazing at business and
also had the skillset to be able to
teach, right?
(05:38):
And so I look back and it comes
down to like where it's become.
The circle is built to exit, which our
sort of tagline is everybody exits.
How matters?
And if I just knew that one thing,
that one tidbit like, oh yeah, I'm not
taking this business with me when I die.
That's number one.
(05:58):
Number two, is it gonna be for my
kids?
Am I gonna roll?
Are they gonna take this business over?
There's an involuntary exit, which was my first
three.
Involuntary exit just means you go out of
business.
And that's not fun, right?
It caused a lot of pain in my
life.
Took me six years to recover from it.
But that involuntary exit is where most people
(06:21):
do.
That is the most common by a multitude
of numbers for business owners because it's 90
% don't see their 10th birthday.
So if I go, oh, everybody exits.
Now, how do I not exit involuntarily?
Second kind, which was when I was building
back, I was like, oh, I finally built
something somebody wanted to buy.
(06:42):
And I went into that transaction with somebody
who knew exactly what they were doing.
Now, this is for your audience, okay?
They knew exactly what they were doing.
And this was my first time, which is
gonna be most business owners.
You were talking about your friends.
That's gonna be most business owners.
You're gonna sell one business in your lifetime.
And it's going to be the biggest transaction,
(07:04):
hopefully, in your life.
And you're gonna go into it being really
good at HVAC or really good at painting
or really good at whatever it is that
you do, but having no clue and having
to almost 100% trust the circle of
people who are profiting from your life's work,
(07:25):
okay?
And so if I would have known that,
now I go into what I call a
dictated exit.
They knew what they were doing.
I didn't.
I got about half of what I should
have for my business.
Took me three years to get it paid.
I had to be there for the entire
three years.
It was all great.
At the end of the day, yay, I
sold my business, but I got my ass
kicked in the transaction.
(07:46):
That led me into the next phase, which
is kind of what brought us together, which
is my custom tailored exit.
I was like, I know these people know
what they're doing.
And now I'm gonna start building businesses specifically
to their specifications on how they buy.
So now I'm gonna go in and I'm
gonna be in control of three things.
(08:06):
If your audience should be wanting, if they're
gonna build towards somebody, number one, know that
everybody exits.
Number two, you wanna control the price, the
timing and the terms of your exit.
And the only way that you can do
that is become educated on the process that
the greatest business or private equity firms, their
(08:28):
strategy and blueprint of how they buy businesses.
You learn that, now you're in control because
they want what you have.
For the most part, private equity drives that
conversation because they're talking to somebody inexperienced and
super excited to get out of their business
with a little bit of money.
Another fact, and then I'll shut up and
(08:48):
let you talk because it's super important people
understand this.
90% of businesses go out of business
only, and that leaves that 10% that
lives beyond 10 years, which means that they're
able to be sold.
Only 7% of any business, seven to
12, depending on where you get your information,
seven to 12% of the businesses that
are put on the market ever sell.
Last factoid for people to understand, 50%
(09:11):
of that small little group of people that
actually get sold, 50% of those fall
apart and get handed back to the business
owner after close, post close, that blows me
away.
Checks are signed, you've got the contract signed
and they go out and they suck it
out.
We're putting one back together right now, this
(09:32):
week that was a disaster for these guys.
They got a little bit of the money,
reputation gone, equipment all sold, best employees lost,
customers lost, now they got to hand it
back to them because the people who acquired
them had no idea how to actually run
a business and that's the epidemic we have
today.
A bunch of, I just went through acquire
(09:53):
my business, go in there, come to my
course and learn how to acquire a business.
World's full of those people right now and
it's a challenge.
So anyway, I said a lot brother.
No, and I appreciate that.
And you touched upon this B2X system that
you've created.
I think it's broke down into four pillars,
is that right?
And if so, can you break down what
(10:13):
you found to be the solution to this
problem that you're describing?
Yeah, there's four pillars.
There's a couple of different four pillar concepts
that we have, but I'll tell you the
overarching four pillars concept that we have in
this concept is when you are going to
get help with your business and you're looking
through consultants and you're looking through people to
(10:35):
help you and you're looking for that kind
of stuff.
One of the first things that you, there's
four phases that your business is gonna go
through to get prepared to sell.
And one of those is the assessment phase.
You have to have some people come in
and give you a real true assessment of
your business.
And that assessment is going to tell you
there's two sides of the equation.
(10:56):
A lot of people build their business and
it's great for cashflow for them.
It's paying bills and they just haven't been
able to shift it over into acquiring enterprise
value.
Two different concepts, but you have to go
from cash, the cash and living on it
and optimizing it, that assessment over to turning
it into enterprise value or you never have
(11:18):
anything to sell.
And I'll explain that just here for a
second.
So that assessment phase, bringing in some people
that can tell you, here's where you're actually
at.
They should have the second conversation with you,
which is what is your end game, right?
What is your end game?
And I'll fast forward through all of the
psychological psychobabble, but when you get to the
(11:39):
end, why you started your business was to
create freedom.
That's the end of the sentence.
I'll just jump to the end of the
party, right?
That freedom at the end of that game
means you just, I've got a house, I've
got, I can make choices.
I can go do stuff with my kids.
I can be involved in philanthropy.
I can go do whatever, but there's a
price tag for that freedom.
(12:00):
And you have a business that you're assessing
that can be the machine that bridges you
to that exit.
You don't have that exit.
You're just going to keep going and I'm
going to have a bigger house, a bigger
car.
You're broken at a higher level.
So assessment is really, really important and it
must really identify the end game so that
you know where you're headed.
(12:21):
And then the next piece is what we
call foundation.
And that's where the four pillars that you've
probably seen online that I've kind of gotten
known for, which is your culture, your operations,
your revenue and your exit plan, right?
Those are sort of the four pillars of
building your company for the exit.
But what it also does, the best exit
(12:43):
plan is a great continuity plan.
Set your business up, that foundational piece of
making sure that that business is great with
your culture, with your operations, with your revenue.
And then the last piece of that is
building your exit plan.
So that is what we call foundational work
just to optimize the business that you actually
already own.
Second, the third piece of that would be
(13:04):
pre-due diligence.
And what we call that is running you
through the gauntlet.
Now you've gotten your company, it's humming like
a striped ass ape, it's doing really, really
well.
Now you got to prepare in the gauntlet
for what you're about to run through, that
pre-due diligence.
And this is what I bet you every
single one of your friends, if we were
to sit down over a tequila, would tell
(13:26):
you, I wish I knew about pre-due
diligence.
I wish I knew about an exit plan.
I wish I knew the steps that I
could go through to polish my company up,
not just for, because it's, the price of
your business is one aspect of it and
getting the maximum dollar for it.
(13:46):
That's one thing.
But it's almost embarrassing.
I know it was for me to sit
across from people and have them dig into
your business and see every single mistake that
you made and rub your nose in it
to drop the value that you thought you
were going to get out of your business.
It's not a fun experience.
And they're not doing anything out of spite.
(14:09):
They're just good at what they do.
And they go, oh, you did this, this,
and this.
And you tried to cover it up rather
than addressing it in pre-due diligence and
crafting the story yourself.
If you craft the story and put it
in front of a buyer, maximum multiple, how
much time they're going to have to pay
you, the terms, you don't have to stick
(14:29):
around for five years and hope and basically
pay for your own exit.
That puts you in the seat rather than
them beating you up.
You're going to craft that story.
And when they come at you from those
angles, you're going to hold firm on the
value of the business because you already flushed
that out.
You already went through a process to anchor
(14:51):
that in.
And then the fourth piece is obviously due
diligence.
You enter that due diligence phase with a
team that you led because you as the
business owner know what you're doing.
There's about 40 to 40, 37 to 42
% of the value of your business will
be given away to professionals to help you
(15:13):
sell your business.
You're going to lose 37 to 42%.
That's not even negotiating the price.
That's just your lawyer.
Yeah, there's a circle of professionals, which by
the way, you actually need, but they take
more money out of the transaction because you
don't know what you're doing.
If you sit down with an investment banker
(15:35):
and they're going, well, we're going to do
all of this work, right?
Or you sit down with your broker or
your tax attorney or all these, and they
have to teach you everything.
They're going to, it's going to be at
a premium price.
If you sit down with them and you
go, here's my outcome.
I've already done all the pre due diligence
stuff.
Then what the companies that we help sell,
(15:57):
it's right around 17%, like 17 to 20
% is what it costs them to sell
their business as opposed to 37 to 42.
And that doesn't even count like the, again,
I said it before, I don't know where
we got cut off, but that doesn't even
count.
And now a quick break to hear from
our sponsor.
Hey, it's Ty Crandall with Credit Suite.
(16:18):
Many of our subscribers want to get the
most money to grow their business at the
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Whether you're looking for startup capital, low interest
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can definitely help you.
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(16:39):
Keeping your multiple high and getting the cash
that you want off the table and controlling
the terms, right?
So it's a lot more fun going into
it, but it's my people, I don't like
bullies.
Yeah, and I love that you've done that
and created so many systems like these four
pillars and beyond.
You're a turnaround specialist, but you also really
specialize in helping people exit for multiple value.
(17:01):
So are a lot of the people that
come to you, are they feeling like they're
ready to exit or are they still struggling
to get profitable and you're coming in, helping
them with their operations, their culture, the foundation,
all the things they need to be able
to get stable and then move to that
exit planning phase?
That's a great question, Ty.
And I wish more people would think this
way.
The answer is no matter, because again, the
(17:25):
business owner, and I don't fault anybody, this
is not to shame anybody.
It's to say, even myself, there is so
much that you don't know.
It's not your business to sell your business.
It's not what business you're in.
You may be great at what you do,
but you're entering into a realm which you
have very little knowledge of, which means that
(17:46):
you are leaning heavily on the trust component
for those professionals that you surround yourself with
to help you sell.
So the average business that comes to us
to sell, we have to look them in
the eyes and go, you could sell right
now and you're gonna get probably three, let's
(18:07):
say a three times multiple.
But if you invested the next 18 months
to three years in a purposeful build out,
you're gonna get a multiple much higher, 10,
12, 14, upwards of 20 plus times multiple
based on building it the right way, putting
(18:28):
the work in, becoming a professional and a
knowledgeable seller of your business.
Sell-side advocacy, right?
You have buy-side, you have sell-side.
Buy-side right now, I think controls the
transaction about 98%.
Sell-side advocacy doesn't even exist really.
(18:50):
You have people, brokers, and they have that
team of people that they put on the
mask of sell-side advocacy, but they're really
on the buy-side advocacy because they don't
get paid unless you actually sell, right?
So sell-side advocacy doesn't really exist.
And if you, again, you have to understand
where I come from and the things that
I do with the child rescues and the
(19:11):
domestic violence and all the other stuff that
I do to understand, I actually am sell
-side.
I put on a vest and we go
to town to protect these business owners because
they're the ones that risk.
They're the ones that sacrifice their time with
their family.
They're the ones that put their houses on
the market.
They're the ones that went through all of
the garbage and the lawsuits and the lazy
(19:33):
employees and all of the stuff that they
have to go through just to go to
the end of that and go, my God,
I'm one of the 10% that made
it to the finish line and then get
their asses handed to them because they don't
know the game, right?
So that's what Built to Exit, that's why
we built Built to Exit.
I've had a consulting firm.
(19:54):
I had a private equity firm of my
own.
I sold and exited 20 plus of my
own businesses back in 2019, 6,800 employees.
So I've been, and currently my wife and
I, we're in cannabis, we're in medical, we're
in tech.
We are running, owning, buying, exiting our own,
we are you, you know what I mean?
(20:15):
We are in the industry.
So we're having to face down what's going
on in AI.
We're having to solve problems of the trade
wars and employees and all that kind of
stuff.
So when people are looking for somebody that's
got their back, all they gotta do is
really check in to who I am as
a human being and understand that Built to
Exit is built for them.
Jason, when you're coming into a company and
(20:37):
you're helping them, I know you do a
lot of consultative stuff.
When you're helping them, what are the first
steps you take?
Are you addressing this foundation, culture, operations, revenue?
Or like, what is your system for coming
in and helping them get on the first
step of being able to exit for multiple
value?
Great question.
First thing that we do, my team, you
know, we have about 30 folks and then
(20:58):
we've also got a group of people that
are certified in my methodology.
And the very first thing that we do
is we go in and we do what
we call the assessment.
And there's a version of the assessment that
people can take for free at builttoexit.biz
if they wanna go there.
But at the end of the day, we
look in the four areas that the private
equity firm's gonna look in, right?
(21:19):
We go in and we say, okay, let's
look at your relationship to your customer.
You have, what's your MMR?
What's your lifetime value?
What do you have?
Are they all contract?
Like we look through all of the relationship
to the customer.
Why?
Because the buyer is gonna be buying the
future.
You're selling the past, they're buying the future.
(21:42):
Therefore, we gotta find out what that relationship
is to the customer so that we can
make that and do that work to build
it, to make it exactly attractive to your
ideal buyer and make it as repeatable and
predictable as you can possibly make it.
That's area number one.
Area number two is the clarity of your
(22:02):
financials.
A lot of people don't, a lot of
business owners don't, they like, I know a
guy bookkeeping, right?
I know a guy bookkeeping.
And then if they look at their P
&L at all, they look at that bottom
number and go, oh, I'm doing good.
Oh, I'm doing bad.
But mostly they're running the total in their
bank account in their head, right?
(22:23):
So financial advancement and clarity, very, very important
because in due diligence, that's where they're gonna
start determining the value of your business, right?
Don't hide anything.
Don't lie about anything.
Get your financials in GAAP approved financial status.
Now, third thing is the last thing that
(22:45):
anybody wants to buy or the thing that
will put you in most control of the
terms of the deal is to make sure
that you are not necessary for it to
continue to run, which means that you have
to build out a C-suite or a
management team that can run that company beyond
you or be able to hand over a
(23:06):
pile of SOPs and repeatable outcomes and processes
and procedures so that the acquirer can just
step in, have no interruption in profit and
cashflow, okay?
That's the third area.
Fourth area, and this is where the beginning
of this relation, the best, the fastest you
can get, there's three ways.
(23:27):
Most people are like, okay, EBITDA, as is
EBITDA.
That's how we're gonna determine how much we
sell for.
If you have somebody that's a little bit
more advanced, you get into bigger numbers, now
you get owner-adjusted EBITDA, where you throw
back all the cash and all the trucks
and all the stuff that they've been pulling
out.
The third one, which is really magic, is
called a pro forma EBITDA.
(23:47):
This is the fourth area that we talk
about.
Pro forma adjusted EBITDA means that you are,
you have gotten to a place where you
know, if you were gonna continue this business,
you're gonna buy that competitor, you're gonna buy
that competitor, you're gonna go on and do
that kind of marketing campaign, you're gonna raise
some money so that you can go, you
know, hire these kind of people.
(24:08):
And you put that in a plan that
says, here's the predictive growth for the next
five years.
I've already thought about it in my pro
forma adjusted EBITDA, here you go.
Then they go, oh crap, I don't have
to spend a year.
I don't have to spend a million dollars
doing due diligence on your bet.
You've already thought of all of this stuff.
Let me just verify some things and bam,
(24:30):
here's your check.
Goodbye, we're off and running, right?
That's, and your multiple is gonna be skyrocketed
to a higher level because you've thought about
all that stuff.
So those are the four areas that we
very first, when we go in, we do
kind of like a health check on those
four areas of which ones you need to
work on first.
Jason, you mentioned coming in.
(24:51):
What is it that B2X does?
Do you guys do consultation?
Do you have like a course or a
program we can go through?
Like, what kind of options do I have
for you to come in and help?
Yeah, absolutely, two.
There's really only two.
One of them is to do, we have
a course that I built, I don't know,
five or six years ago.
We've never advertised it, by the way.
(25:11):
And we don't do the online marketing.
We're terrible at it, but it's done really,
really well.
But there's a course, and if you go
to built2exit.biz, you can read all about
that course.
And what that is, is it's 13 weeks
of what we call the foundation.
Now, with that course, you also get somebody
that's certified in my methodology to meet with
you every single week for that 13 week
(25:33):
period of time.
That stacks you, you go through all the
stuff, the assessment, you start to stack things
in the right realm.
Very, very, very helpful for people.
Oh, and that's a 13 week.
Now, the other way that you can interact
is we've got what's called our hit squad,
which we drop in for three days, and
we do that 13 weeks in three days.
(25:55):
That's a little bit more money.
It's like 50 grand plus travel and all
that other kind of stuff.
But that's for a business that wants to
not mess around and get those strategies embedded
right away, and then get that 90 day
plan from there.
And then there's other ways, but until you
go through one of those two, there's other
ways to partner with us.
(26:15):
We can act as your brokerage.
There's the gauntlet training that we do.
There's all kinds of ways, but you have
to go through one of those two doors
to get to the next.
Because if you don't do that foundational work,
the next step and the next step are
not, they don't go together.
So we'd rather just not have you as
a customer than to have you going out
(26:37):
of sequence.
And that's really the magic of what we
do is the knowledge, yes, but the proper
sequencing for you.
Keith Cunningham, as I mentioned earlier, he had
this saying that said, a business is not
a bathrobe.
One size does not fit all.
And I think a lot of the gurus
of today just go, I know this one
thing.
I read it in a book and it
works for everybody.
(26:58):
Like magic, it doesn't.
So as we get ready to wrap up,
what is something we didn't talk about we
should have really related to?
One of the biggest mistakes you see entrepreneurs
make where they're not exiting for multiple value.
Yeah, it's ego.
And again, I don't, this is not shaming
people, but this, we surround, as a business
owner, naturally, we have to have all the
(27:20):
answers.
Just naturally, it's part of our DNA.
And then we get the smart ones among
us and we go, I need to always
be asking questions.
I need to always be learning stuff.
And for the most part, the deals that
fall apart are because we think too much
of our business.
We think too much of our stories.
(27:41):
We're not educated on how to tell the
story that the buyer actually wants to hear.
We tell stories like, I do this all
the time.
You probably do too, Ty.
Like one of the proud moments in my
life or one of the moments that I
refer back to was when I was building
my very first business and I had a
cot in my office where my son used
(28:02):
to sleep because I was up doing plans
and then I would have to like lay
my head down sometimes and get up and
get the crews out in the morning.
And telling that story to somebody who wants
to buy my business is a complete and
total waste of time.
But it's meaningful to me to make a
point that I built this business by doing
things other people wouldn't do.
(28:23):
The better story is, hey, guess what?
Which is my life now.
I have total control of my time.
You guys want my business, great.
You're gonna pay for it.
If not, it's making me a lot of
money.
Like those are the, and you have the
stories aligned with it.
So I think the biggest thing that I
have found is that at some point in
(28:43):
time, I had to put my ego aside
and say, I don't know what I don't
know.
Now I need to go out and find
that information.
And due diligence is your best friend, right?
People's, we overlook LinkedIn all the time.
Go to people's LinkedIn and see how many
recommendations they have.
(29:03):
Like there's ways to check whether people are
good at what they do when now everybody
has AI and it makes them all look
like McKinsey, right?
And company.
So do your due diligence, drop the ego,
ask the question and get super crystal clear
on how much your freedom costs down to
(29:26):
the penny and then build your machine to
be able to produce that number.
Love it.
Jason, thanks for coming on with us today.
If somebody wants to get the, check the
exit health of their business or wants to
get started down one of these two paths
you mentioned, where should they go?
What should they do next?
Yeah, built2exit.biz, built2exit.biz. It's just, it's
(29:47):
the, it's not the number two, it's T
-O, built2exit.biz. And there's the free assessment.
I think my team's putting it behind a
paywall in a couple of months or something
like that, but go get it.
(Transcribed by TurboScribe.ai. Go Unlimited to remove this message.) Welcome to the Business Credit and Financing Show.
Each week, we talk about the growth strategies
that matter most to entrepreneurs.
Listen in as we discuss the secrets to
getting credit and money to start and grow
your business.
And enjoy as we talk with seasoned business
owners, coaches, and industry leaders on a variety
(00:22):
of topics from advertising and marketing to the
nuts and bolts of running a highly successful
business.
And now, to introduce the host of our
show, financial expert and award-winning author, Ty
Crandall.
Hello, and thanks for joining us today.
I'm super excited you could be here.
Today, we're talking about how to exit your
business really the right way, actually how to
(00:44):
exit your business on your terms.
So we're actually gonna talk about building your
company to exit and the things you need
to know to basically systemize and to be
able to sell the business on your own
terms.
Look, what you do right now will determine
how much money you're exiting for.
And if you're like me and a lot
of the rest of us entrepreneurs, then your
exit and what you exit for, that's your
(01:05):
retirement, that's your everything.
We're working towards that purpose.
But here's the thing, and here's what's interesting.
I have a lot of friends that exited.
As a matter of fact, one of my
really good friends just exited a business for
multiple nine figures.
And I can tell you the one thing
that 100% of them have in common
is that they all wish they knew things
when they were building the business that they
didn't know until after they exited.
(01:26):
They all felt like they left millions or
tens of millions of dollars on the table.
So what you're doing now is going to
determine how much money your business is worth
when you exit, and we are going to
make it worth the maximum value in today's
interview.
So with us today is Jason Cisneros.
Now, Jason is a battle-tested CEO and
a business strategist known as The Architect for
(01:46):
his unique ability to systemize, scale, and also
turnaround companies for maximum cashflow or exit.
Now, he's worked with Fortune 500 giants like
Nike, Comcast, Microsoft, and has led the successful
turnaround of over 100 small to mid-cap
companies.
Renowned for his leadership expertise, Jason has delivered
over 3,000 presentations and was a top
(02:07):
speaker for Tony Robbins as well.
Now, his entrepreneur journey wasn't without setbacks.
Jason actually has lost three businesses and filed
for bankruptcy as well.
Instead of quitting, though, he spent six years
learning directly from the world's top business minds,
filling notebooks of proven systems and strategies.
Now he applies that knowledge to rescue a
(02:28):
failing cleaning business, turning it into a multi
-million dollar exit used to mean would not
become what it was without the B2X system.
So the single turnaround smarts a 20-year
career, helping entrepreneurs build scalable, sellable companies.
And with decades of experience, dozens of personal
exits, and countless consulting wins, Jason now offers
(02:49):
the B2X system, a complete operating blueprint for
entrepreneurs ready to scale and succeed.
Jason, what's up, man?
Thanks for joining us.
Wow, look at that intro, man.
I'm gonna, I know you make a lot
of money and you're high priced, but I'd
love to have you do that every time.
I might just check, I might just like
clip that and throw it on the beginning
(03:10):
of my show from now on.
You're a great voice.
I'm telling you, man, I took that a
little bit, but you've done some really, really,
really good stuff.
Oh, thank you, brother.
Thank you, and so have you.
That's why I was excited about this conversation
and your audience.
And as you mentioned in the very beginning,
you have to have a passion for the
people that do what we do.
It's small and mid-cap, right?
That's kind of my family as I look
(03:31):
at it.
And that's why I was excited for this
conversation.
You've added so much value through your podcast
and through your advice and the books that
you've written.
So thanks for having me on.
I'm honored to be here.
I appreciate it, Jason.
It's an honor to have you on here.
A lot of businesses fail.
You're a turnaround specialist and expert.
So what do you find are some of
the most common reasons that businesses are failing
(03:52):
when you come into them that you're able
to turn them around with your B2X system?
Yeah, it's interesting.
I mean, I learned what not to do
in business by screwing them up myself.
And that was, when you talk about those
three bankruptcies, it's like, I get a little
PTSD because I'm like, man, I remember those
days.
It was one after the other after the
(04:13):
other.
It was like, they kind of all sort
of fell together.
And I look back on those times where
I didn't, I had a lot of enthusiasm.
And this, you'll recognize this in a lot
of entrepreneurs.
We have this thing inside of us where
there's no more, it's about 10% of
the world population ever becomes what's called a
(04:34):
merchant, right?
Nowadays, it's entrepreneur, business owner, whatever.
But there's only about 10% of the
world that has the DNA that tells us
unconscious mind that we can't not be business
owners.
We have to control our own destiny.
Come hell or high water.
And so we're built a little bit differently.
(04:55):
I heard that from Mark Anderson.
He said, you can't not be an entrepreneur
if that's who you are.
And so then you get into it.
There's not a lot of education.
There's a lot of scam artists and gurus
and people who are trying to tell you
how to build a business, but experience is
really the best teacher when it comes to
(05:17):
business.
And then you find along the way, one
of my mentors is Keith Cunningham and he
was the rich dad in the rich dad,
poor dad books.
Those stories were written about, he was the
guy.
And I was fortunate to be mentored by
a man who was amazing at business and
also had the skillset to be able to
teach, right?
(05:38):
And so I look back and it comes
down to like where it's become.
The circle is built to exit, which our
sort of tagline is everybody exits.
How matters?
And if I just knew that one thing,
that one tidbit like, oh yeah, I'm not
taking this business with me when I die.
That's number one.
(05:58):
Number two, is it gonna be for my
kids?
Am I gonna roll?
Are they gonna take this business over?
There's an involuntary exit, which was my first
three.
Involuntary exit just means you go out of
business.
And that's not fun, right?
It caused a lot of pain in my
life.
Took me six years to recover from it.
But that involuntary exit is where most people
(06:21):
do.
That is the most common by a multitude
of numbers for business owners because it's 90
% don't see their 10th birthday.
So if I go, oh, everybody exits.
Now, how do I not exit involuntarily?
Second kind, which was when I was building
back, I was like, oh, I finally built
something somebody wanted to buy.
(06:42):
And I went into that transaction with somebody
who knew exactly what they were doing.
Now, this is for your audience, okay?
They knew exactly what they were doing.
And this was my first time, which is
gonna be most business owners.
You were talking about your friends.
That's gonna be most business owners.
You're gonna sell one business in your lifetime.
And it's going to be the biggest transaction,
(07:04):
hopefully, in your life.
And you're gonna go into it being really
good at HVAC or really good at painting
or really good at whatever it is that
you do, but having no clue and having
to almost 100% trust the circle of
people who are profiting from your life's work,
(07:25):
okay?
And so if I would have known that,
now I go into what I call a
dictated exit.
They knew what they were doing.
I didn't.
I got about half of what I should
have for my business.
Took me three years to get it paid.
I had to be there for the entire
three years.
It was all great.
At the end of the day, yay, I
sold my business, but I got my ass
kicked in the transaction.
(07:46):
That led me into the next phase, which
is kind of what brought us together, which
is my custom tailored exit.
I was like, I know these people know
what they're doing.
And now I'm gonna start building businesses specifically
to their specifications on how they buy.
So now I'm gonna go in and I'm
gonna be in control of three things.
(08:06):
If your audience should be wanting, if they're
gonna build towards somebody, number one, know that
everybody exits.
Number two, you wanna control the price, the
timing and the terms of your exit.
And the only way that you can do
that is become educated on the process that
the greatest business or private equity firms, their
(08:28):
strategy and blueprint of how they buy businesses.
You learn that, now you're in control because
they want what you have.
For the most part, private equity drives that
conversation because they're talking to somebody inexperienced and
super excited to get out of their business
with a little bit of money.
Another fact, and then I'll shut up and
(08:48):
let you talk because it's super important people
understand this.
90% of businesses go out of business
only, and that leaves that 10% that
lives beyond 10 years, which means that they're
able to be sold.
Only 7% of any business, seven to
12, depending on where you get your information,
seven to 12% of the businesses that
are put on the market ever sell.
Last factoid for people to understand, 50%
(09:11):
of that small little group of people that
actually get sold, 50% of those fall
apart and get handed back to the business
owner after close, post close, that blows me
away.
Checks are signed, you've got the contract signed
and they go out and they suck it
out.
We're putting one back together right now, this
(09:32):
week that was a disaster for these guys.
They got a little bit of the money,
reputation gone, equipment all sold, best employees lost,
customers lost, now they got to hand it
back to them because the people who acquired
them had no idea how to actually run
a business and that's the epidemic we have
today.
A bunch of, I just went through acquire
(09:53):
my business, go in there, come to my
course and learn how to acquire a business.
World's full of those people right now and
it's a challenge.
So anyway, I said a lot brother.
No, and I appreciate that.
And you touched upon this B2X system that
you've created.
I think it's broke down into four pillars,
is that right?
And if so, can you break down what
(10:13):
you found to be the solution to this
problem that you're describing?
Yeah, there's four pillars.
There's a couple of different four pillar concepts
that we have, but I'll tell you the
overarching four pillars concept that we have in
this concept is when you are going to
get help with your business and you're looking
through consultants and you're looking through people to
(10:35):
help you and you're looking for that kind
of stuff.
One of the first things that you, there's
four phases that your business is gonna go
through to get prepared to sell.
And one of those is the assessment phase.
You have to have some people come in
and give you a real true assessment of
your business.
And that assessment is going to tell you
there's two sides of the equation.
(10:56):
A lot of people build their business and
it's great for cashflow for them.
It's paying bills and they just haven't been
able to shift it over into acquiring enterprise
value.
Two different concepts, but you have to go
from cash, the cash and living on it
and optimizing it, that assessment over to turning
it into enterprise value or you never have
(11:18):
anything to sell.
And I'll explain that just here for a
second.
So that assessment phase, bringing in some people
that can tell you, here's where you're actually
at.
They should have the second conversation with you,
which is what is your end game, right?
What is your end game?
And I'll fast forward through all of the
psychological psychobabble, but when you get to the
(11:39):
end, why you started your business was to
create freedom.
That's the end of the sentence.
I'll just jump to the end of the
party, right?
That freedom at the end of that game
means you just, I've got a house, I've
got, I can make choices.
I can go do stuff with my kids.
I can be involved in philanthropy.
I can go do whatever, but there's a
price tag for that freedom.
(12:00):
And you have a business that you're assessing
that can be the machine that bridges you
to that exit.
You don't have that exit.
You're just going to keep going and I'm
going to have a bigger house, a bigger
car.
You're broken at a higher level.
So assessment is really, really important and it
must really identify the end game so that
you know where you're headed.
(12:21):
And then the next piece is what we
call foundation.
And that's where the four pillars that you've
probably seen online that I've kind of gotten
known for, which is your culture, your operations,
your revenue and your exit plan, right?
Those are sort of the four pillars of
building your company for the exit.
But what it also does, the best exit
(12:43):
plan is a great continuity plan.
Set your business up, that foundational piece of
making sure that that business is great with
your culture, with your operations, with your revenue.
And then the last piece of that is
building your exit plan.
So that is what we call foundational work
just to optimize the business that you actually
already own.
Second, the third piece of that would be
(13:04):
pre-due diligence.
And what we call that is running you
through the gauntlet.
Now you've gotten your company, it's humming like
a striped ass ape, it's doing really, really
well.
Now you got to prepare in the gauntlet
for what you're about to run through, that
pre-due diligence.
And this is what I bet you every
single one of your friends, if we were
to sit down over a tequila, would tell
(13:26):
you, I wish I knew about pre-due
diligence.
I wish I knew about an exit plan.
I wish I knew the steps that I
could go through to polish my company up,
not just for, because it's, the price of
your business is one aspect of it and
getting the maximum dollar for it.
(13:46):
That's one thing.
But it's almost embarrassing.
I know it was for me to sit
across from people and have them dig into
your business and see every single mistake that
you made and rub your nose in it
to drop the value that you thought you
were going to get out of your business.
It's not a fun experience.
And they're not doing anything out of spite.
(14:09):
They're just good at what they do.
And they go, oh, you did this, this,
and this.
And you tried to cover it up rather
than addressing it in pre-due diligence and
crafting the story yourself.
If you craft the story and put it
in front of a buyer, maximum multiple, how
much time they're going to have to pay
you, the terms, you don't have to stick
(14:29):
around for five years and hope and basically
pay for your own exit.
That puts you in the seat rather than
them beating you up.
You're going to craft that story.
And when they come at you from those
angles, you're going to hold firm on the
value of the business because you already flushed
that out.
You already went through a process to anchor
(14:51):
that in.
And then the fourth piece is obviously due
diligence.
You enter that due diligence phase with a
team that you led because you as the
business owner know what you're doing.
There's about 40 to 40, 37 to 42
% of the value of your business will
be given away to professionals to help you
(15:13):
sell your business.
You're going to lose 37 to 42%.
That's not even negotiating the price.
That's just your lawyer.
Yeah, there's a circle of professionals, which by
the way, you actually need, but they take
more money out of the transaction because you
don't know what you're doing.
If you sit down with an investment banker
(15:35):
and they're going, well, we're going to do
all of this work, right?
Or you sit down with your broker or
your tax attorney or all these, and they
have to teach you everything.
They're going to, it's going to be at
a premium price.
If you sit down with them and you
go, here's my outcome.
I've already done all the pre due diligence
stuff.
Then what the companies that we help sell,
(15:57):
it's right around 17%, like 17 to 20
% is what it costs them to sell
their business as opposed to 37 to 42.
And that doesn't even count like the, again,
I said it before, I don't know where
we got cut off, but that doesn't even
count.
And now a quick break to hear from
our sponsor.
Hey, it's Ty Crandall with Credit Suite.
(16:18):
Many of our subscribers want to get the
most money to grow their business at the
best terms.
Whether you're looking for startup capital, low interest
credit lines and loans or business credit, we
can definitely help you.
So give us a call at 877-600
-2487 or schedule your free consultation at creditsuite
.com forward slash consult to see how much
money you can get approved for today.
(16:39):
Keeping your multiple high and getting the cash
that you want off the table and controlling
the terms, right?
So it's a lot more fun going into
it, but it's my people, I don't like
bullies.
Yeah, and I love that you've done that
and created so many systems like these four
pillars and beyond.
You're a turnaround specialist, but you also really
specialize in helping people exit for multiple value.
(17:01):
So are a lot of the people that
come to you, are they feeling like they're
ready to exit or are they still struggling
to get profitable and you're coming in, helping
them with their operations, their culture, the foundation,
all the things they need to be able
to get stable and then move to that
exit planning phase?
That's a great question, Ty.
And I wish more people would think this
way.
The answer is no matter, because again, the
(17:25):
business owner, and I don't fault anybody, this
is not to shame anybody.
It's to say, even myself, there is so
much that you don't know.
It's not your business to sell your business.
It's not what business you're in.
You may be great at what you do,
but you're entering into a realm which you
have very little knowledge of, which means that
(17:46):
you are leaning heavily on the trust component
for those professionals that you surround yourself with
to help you sell.
So the average business that comes to us
to sell, we have to look them in
the eyes and go, you could sell right
now and you're gonna get probably three, let's
(18:07):
say a three times multiple.
But if you invested the next 18 months
to three years in a purposeful build out,
you're gonna get a multiple much higher, 10,
12, 14, upwards of 20 plus times multiple
based on building it the right way, putting
(18:28):
the work in, becoming a professional and a
knowledgeable seller of your business.
Sell-side advocacy, right?
You have buy-side, you have sell-side.
Buy-side right now, I think controls the
transaction about 98%.
Sell-side advocacy doesn't even exist really.
(18:50):
You have people, brokers, and they have that
team of people that they put on the
mask of sell-side advocacy, but they're really
on the buy-side advocacy because they don't
get paid unless you actually sell, right?
So sell-side advocacy doesn't really exist.
And if you, again, you have to understand
where I come from and the things that
I do with the child rescues and the
(19:11):
domestic violence and all the other stuff that
I do to understand, I actually am sell
-side.
I put on a vest and we go
to town to protect these business owners because
they're the ones that risk.
They're the ones that sacrifice their time with
their family.
They're the ones that put their houses on
the market.
They're the ones that went through all of
the garbage and the lawsuits and the lazy
(19:33):
employees and all of the stuff that they
have to go through just to go to
the end of that and go, my God,
I'm one of the 10% that made
it to the finish line and then get
their asses handed to them because they don't
know the game, right?
So that's what Built to Exit, that's why
we built Built to Exit.
I've had a consulting firm.
(19:54):
I had a private equity firm of my
own.
I sold and exited 20 plus of my
own businesses back in 2019, 6,800 employees.
So I've been, and currently my wife and
I, we're in cannabis, we're in medical, we're
in tech.
We are running, owning, buying, exiting our own,
we are you, you know what I mean?
(20:15):
We are in the industry.
So we're having to face down what's going
on in AI.
We're having to solve problems of the trade
wars and employees and all that kind of
stuff.
So when people are looking for somebody that's
got their back, all they gotta do is
really check in to who I am as
a human being and understand that Built to
Exit is built for them.
Jason, when you're coming into a company and
(20:37):
you're helping them, I know you do a
lot of consultative stuff.
When you're helping them, what are the first
steps you take?
Are you addressing this foundation, culture, operations, revenue?
Or like, what is your system for coming
in and helping them get on the first
step of being able to exit for multiple
value?
Great question.
First thing that we do, my team, you
know, we have about 30 folks and then
(20:58):
we've also got a group of people that
are certified in my methodology.
And the very first thing that we do
is we go in and we do what
we call the assessment.
And there's a version of the assessment that
people can take for free at builttoexit.biz
if they wanna go there.
But at the end of the day, we
look in the four areas that the private
equity firm's gonna look in, right?
(21:19):
We go in and we say, okay, let's
look at your relationship to your customer.
You have, what's your MMR?
What's your lifetime value?
What do you have?
Are they all contract?
Like we look through all of the relationship
to the customer.
Why?
Because the buyer is gonna be buying the
future.
You're selling the past, they're buying the future.
(21:42):
Therefore, we gotta find out what that relationship
is to the customer so that we can
make that and do that work to build
it, to make it exactly attractive to your
ideal buyer and make it as repeatable and
predictable as you can possibly make it.
That's area number one.
Area number two is the clarity of your
(22:02):
financials.
A lot of people don't, a lot of
business owners don't, they like, I know a
guy bookkeeping, right?
I know a guy bookkeeping.
And then if they look at their P
&L at all, they look at that bottom
number and go, oh, I'm doing good.
Oh, I'm doing bad.
But mostly they're running the total in their
bank account in their head, right?
(22:23):
So financial advancement and clarity, very, very important
because in due diligence, that's where they're gonna
start determining the value of your business, right?
Don't hide anything.
Don't lie about anything.
Get your financials in GAAP approved financial status.
Now, third thing is the last thing that
(22:45):
anybody wants to buy or the thing that
will put you in most control of the
terms of the deal is to make sure
that you are not necessary for it to
continue to run, which means that you have
to build out a C-suite or a
management team that can run that company beyond
you or be able to hand over a
(23:06):
pile of SOPs and repeatable outcomes and processes
and procedures so that the acquirer can just
step in, have no interruption in profit and
cashflow, okay?
That's the third area.
Fourth area, and this is where the beginning
of this relation, the best, the fastest you
can get, there's three ways.
(23:27):
Most people are like, okay, EBITDA, as is
EBITDA.
That's how we're gonna determine how much we
sell for.
If you have somebody that's a little bit
more advanced, you get into bigger numbers, now
you get owner-adjusted EBITDA, where you throw
back all the cash and all the trucks
and all the stuff that they've been pulling
out.
The third one, which is really magic, is
called a pro forma EBITDA.
(23:47):
This is the fourth area that we talk
about.
Pro forma adjusted EBITDA means that you are,
you have gotten to a place where you
know, if you were gonna continue this business,
you're gonna buy that competitor, you're gonna buy
that competitor, you're gonna go on and do
that kind of marketing campaign, you're gonna raise
some money so that you can go, you
know, hire these kind of people.
(24:08):
And you put that in a plan that
says, here's the predictive growth for the next
five years.
I've already thought about it in my pro
forma adjusted EBITDA, here you go.
Then they go, oh crap, I don't have
to spend a year.
I don't have to spend a million dollars
doing due diligence on your bet.
You've already thought of all of this stuff.
Let me just verify some things and bam,
(24:30):
here's your check.
Goodbye, we're off and running, right?
That's, and your multiple is gonna be skyrocketed
to a higher level because you've thought about
all that stuff.
So those are the four areas that we
very first, when we go in, we do
kind of like a health check on those
four areas of which ones you need to
work on first.
Jason, you mentioned coming in.
(24:51):
What is it that B2X does?
Do you guys do consultation?
Do you have like a course or a
program we can go through?
Like, what kind of options do I have
for you to come in and help?
Yeah, absolutely, two.
There's really only two.
One of them is to do, we have
a course that I built, I don't know,
five or six years ago.
We've never advertised it, by the way.
(25:11):
And we don't do the online marketing.
We're terrible at it, but it's done really,
really well.
But there's a course, and if you go
to built2exit.biz, you can read all about
that course.
And what that is, is it's 13 weeks
of what we call the foundation.
Now, with that course, you also get somebody
that's certified in my methodology to meet with
you every single week for that 13 week
(25:33):
period of time.
That stacks you, you go through all the
stuff, the assessment, you start to stack things
in the right realm.
Very, very, very helpful for people.
Oh, and that's a 13 week.
Now, the other way that you can interact
is we've got what's called our hit squad,
which we drop in for three days, and
we do that 13 weeks in three days.
(25:55):
That's a little bit more money.
It's like 50 grand plus travel and all
that other kind of stuff.
But that's for a business that wants to
not mess around and get those strategies embedded
right away, and then get that 90 day
plan from there.
And then there's other ways, but until you
go through one of those two, there's other
ways to partner with us.
(26:15):
We can act as your brokerage.
There's the gauntlet training that we do.
There's all kinds of ways, but you have
to go through one of those two doors
to get to the next.
Because if you don't do that foundational work,
the next step and the next step are
not, they don't go together.
So we'd rather just not have you as
a customer than to have you going out
(26:37):
of sequence.
And that's really the magic of what we
do is the knowledge, yes, but the proper
sequencing for you.
Keith Cunningham, as I mentioned earlier, he had
this saying that said, a business is not
a bathrobe.
One size does not fit all.
And I think a lot of the gurus
of today just go, I know this one
thing.
I read it in a book and it
works for everybody.
(26:58):
Like magic, it doesn't.
So as we get ready to wrap up,
what is something we didn't talk about we
should have really related to?
One of the biggest mistakes you see entrepreneurs
make where they're not exiting for multiple value.
Yeah, it's ego.
And again, I don't, this is not shaming
people, but this, we surround, as a business
owner, naturally, we have to have all the
(27:20):
answers.
Just naturally, it's part of our DNA.
And then we get the smart ones among
us and we go, I need to always
be asking questions.
I need to always be learning stuff.
And for the most part, the deals that
fall apart are because we think too much
of our business.
We think too much of our stories.
(27:41):
We're not educated on how to tell the
story that the buyer actually wants to hear.
We tell stories like, I do this all
the time.
You probably do too, Ty.
Like one of the proud moments in my
life or one of the moments that I
refer back to was when I was building
my very first business and I had a
cot in my office where my son used
(28:02):
to sleep because I was up doing plans
and then I would have to like lay
my head down sometimes and get up and
get the crews out in the morning.
And telling that story to somebody who wants
to buy my business is a complete and
total waste of time.
But it's meaningful to me to make a
point that I built this business by doing
things other people wouldn't do.
(28:23):
The better story is, hey, guess what?
Which is my life now.
I have total control of my time.
You guys want my business, great.
You're gonna pay for it.
If not, it's making me a lot of
money.
Like those are the, and you have the
stories aligned with it.
So I think the biggest thing that I
have found is that at some point in
(28:43):
time, I had to put my ego aside
and say, I don't know what I don't
know.
Now I need to go out and find
that information.
And due diligence is your best friend, right?
People's, we overlook LinkedIn all the time.
Go to people's LinkedIn and see how many
recommendations they have.
(29:03):
Like there's ways to check whether people are
good at what they do when now everybody
has AI and it makes them all look
like McKinsey, right?
And company.
So do your due diligence, drop the ego,
ask the question and get super crystal clear
on how much your freedom costs down to
(29:26):
the penny and then build your machine to
be able to produce that number.
Love it.
Jason, thanks for coming on with us today.
If somebody wants to get the, check the
exit health of their business or wants to
get started down one of these two paths
you mentioned, where should they go?
What should they do next?
Yeah, built2exit.biz, built2exit.biz. It's just, it's
(29:47):
the, it's not the number two, it's T
-O, built2exit.biz. And there's the free assessment.
I think my team's putting it behind a
paywall in a couple of months or something
like that, but go get it.
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