Scenario 1: Valuing the Business
As a business owner who finally recognized that I am not immortal, the question was, “What should I do with the business?” I was being given all kinds of unsolicited advice from friends. Some were asking, “Why do you want to sell your business? Why not continue to run it? Or, “I know a guy who wants your business, how much do you want for it?”
Following an industry meeting I met Keith and we began a dialogue. He came to visit me at our facility and through those discussions; I made the decision to exit the business and did so successfully. Keith helped me value the business so that the selling price reflected the value. Keith was the consummate professional, never pushy but persistent and I was pleased with the results.
“In the selling of my business, Keith was the consummate professional; never pushy but persistent and achieved desired results.”
Joe W., Pittsburgh, PA
Scenario 2: Guidance via Director
“In any family held business with a number of family members being directly involved, frequent differences of opinion exist on not only how to manage the business but on what to do with it at some point in time. Keith was a member of our Board of Directors and from that association the family grew to know and respect him and valued his input. The entire group participated in the strategic planning process. Over the next several years, the plan was initiated, a succession plan was put into place and the family decided to groom one of the members as the next CEO. Keith was engaged to coach the new prospect resulting in meetings on at least a monthly basis developing that individual’s vision of the business. The new president assumed command and the business achieved record growth. Ultimately a decision was made to sell the company. All family members are pleased with the results.
“Keith helped our family to achieve results in the best interest of all family members. He was a joy to work with.”
Jon, Sioux Falls, SD
Scenario 3: The Value of Technology
“As a technology driven company we were more concerned about technology for technology’s sake than with managing a business. Keith was involved in building a highly business oriented board of directors. As a result it was pointed out to us that just having technology doesn’t improve the bottom line. Keith made frequent visits to our facility, worked with our staff in a strategic planning process and helped develop a strong cadre of management professionals. He also proved to be the link between our board and our staff. As the planning process was implemented, it became apparent over time that an exit strategy would be necessary and one was developed and implemented. Without Keith’s guidance, it is likely that the organization might well have dissolved.”
“Keith helped our board of directors and our staff to better work together and respect each other resulting in the best decisions for the organization.”
Faye, Long Beach, CA
Scenario 4: Sibling Stalemate
“In a privately owned organization, with several owners on an equal basis, differences of perception will result. My brother and I had different thoughts on how the company should move forward. When we brought Keith on board to help think through the options we were able to resolve our differences. He was deeply involved in the negotiation process of a divestiture and my brother and I are very appreciative of his efforts. We are now enjoying new freedom from day to day concerns of a business and have an entirely different perspective on how to capitalize upon that freedom. We have stayed in contact with Keith as a friend and recognize his contribution to our quality of life.”
“My brother and I were able to arrive at an amicable solution to the divestiture of our business. Keith’s help was invaluable. He always seemed to ask the right questions to arrive at final decisions.”
Greg, Chicago, IL