For owners who aren't done but know they have to design the future they want.

Consider a recent experience I had, one that plays out more often than you might imagine: an owner spent five decades building two businesses from nothing. Hands-on. Rarely took a vacation. Still showis up every day beacuse it's who he is and what he does.

His wife knows the origin story by heart: a fender bender, a dream, and fifty years of relentless work, in her words, building the American dream. She's his biggest cheerleader. She's also the one watching things slowly change.

He's moving slower. Certain tasks take longer. And every critical piece of operational knowledge from vendor relationships and pricing to maintenance schedules and invoicing exist in his head.

Her concern didn't arrive as a crisis. It arrives every morning when it's harder for him to get up and every night when he comes home exhausted.

If something happens to him, I wouldn't know where to start.

So she asked for help. Not to push him out. Just to document the business well enough that she wouldn't be left scrambling.

We developed and presented a thoughtful plan that required his involvement.

He respectfully said no.

He's ok with things changing when he's gone but for now he sees no need to change anything. She'll figure it out when she has to.

If you've spent even a few years building a business, you probably understand why it often feels 'too soon' for this conversation.

This Isn't Resistance. It's Identity.

It's tempting to label that moment as avoidance. But that framing misses the point.

For most long-tenured owners, their business isn't a job. It's the primary vehicle through which they've defined themselves and taken care of their families.

Perhaps you can relate.

Your business is your biggest headache and proudest acheivement. Working the way you do is deeply engrained, a familiar routine that gives your days structure and years meaning. Contracts, clients, suppliers, new products and markets, and competitors are all characters in your life story.

So when someone raises the question of what happens if you're no longer in the picture, it doesn't feel like planning. It feels like a threat.

Who am I if I'm not doing this?

That question rarely gets asked out loud. But it drives almost every response in the conversation.

Owners Feel the Shift Before They Acknowledge It

Here's what's rarely said plainly: most owners, like you, have already experienced changes in how you relate to and operate in your business.

What you had patience for in year one is grinding you down in year 10. What felt challenging in year 12 is exhausting in year 21. You can't believe you're still having some of the same conversations. Some days, you might even feel trapped by what you created.

And yet, you keep on going.

You're not in denial though you may be overly optimistic about the likelihood that things can change or your willingness to make changes happen. It's the hard you know, which is more comfortable than the unknown of what a second or third act might look like.

Figuring out what's next not only feels hard but scary. Anyway, you're not ready be done so you'll figure it out "when you have to" which usually means figuring it out too late.

What the People Around You Are Actually Trying to Do

When a spouse, child, business partner, or employee raises questions about your succession or exit plan, it's rarely a power play.

It's contingency planning driven by the very real fear of being handed the wheel without knowing where anything is or how to keep things from falling apart.

When that concern surfaces directly, it can land as pressure. You probably respond by shutting down to protect yourself. The people who care about you shut down when you react by making them feel like they're sticking their nose in or challenging you.

Without a shared framework for the conversation, families and businesses cycle through the same tension for years without resolution, speaking different languages about how they feel, what they fear, and what's at stake.

The Cost Doesn't Announce Itself

Sometimes these things sort themselves out.

More often, what happens is slower and messier. In the midst of grief, crisis, or strained relationships, successors struggle to reconstruct institutional knowledge from scratch. Decisions get made without the context that would have lead to different choices. Feeling get hurt and relationships suffer.

Sometimes it all unravels before the owner's eyes without anything they can do about it. In other situations, the owner's intent gets lost and things actually do come apart at the seams when they are gone.

That's the part no one sees coming. Or they think it won't happen to them and their family.

This Is Not an Exit. It's an Extension.

Business transitions, succession planning, exit planning, and even estate planning are almost always positioned as endings to be avoided.

Instead, they can be a continuation or an evolution that, as the business owner, you can control and design.

The shift starts when you ask yourself

These questions create options, new ways of thinking about how you show up in your business, and how you can make intentional choices that preserve and take care of the assets, legacy, and people you care about.

Your "What's Next" plan for you and your business won't be created in a single meeting or a few legal documents. And it won't be created alone. That's why it's never 'too soon' to start thinking about what you want and how to make it happen.

The Decision

Work is how most people define themselves and measure their value or self worth, so it's reasonable to expect that being a business owner may always be a huge part of your identity and personal narrative.

The deeper issue is how to separate yourself from your business enough to enjoy other parts of your life and make it feasible for other people to run your business when you no longer want or are unable to be there.

Transitions are a part of life. There was once a time when you didn't own a business or a house. Maybe a time when you didn't have kids or live near your parents. When you could water ski rather than play pickleball.

And there will be a time when you are no longer running your business. The question is, can you stop seeing that as a threat and embrace the opportunity to design your life, identity, and business in ways that transcend this moment?

If your business isn’t hitting its revenue or profit targets, it’s tempting to assume you need to do more.

But growth doesn’t come from stacking strategies. It comes from selecting the right levers based on clarity about:

Every growth lever you pull has a cost in terms of time, money, and focus.

If you're not weighing opportunity costs and making intentional trade-offs, you are pretending like you can do everything and usually failing to do much consistently.

What a Growth Lever Actually Is

A growth lever is not a list of tactics. It’s a deliberate, focused approach to solving a specific problem or unlocking a specific opportunity.

And choosing the right one requires understanding two things:

1. The Data

2. Your Capacity

Why Most Growth Strategies Don't Work

Usually, you have the right idea but it never had a real chance to work because of

So instead of building momentum, you keep starting over. Over time, that creates a business that feels busy and stuck.

This pattern shows up often in otherwise successful companies that are piecing together ideas but not executing them deeply.

The Growth Levers That Actually Matter

There are dozens of ways to grow a business.

But most fall into a few core categories:

Over time, it will be a series of interconneted levers working together to build a strong revenue model. While you may want them all working together right now it's unlikely that you can start, fix, or improve them all simultaneously.

Instead, you need the right one for your current situation that your team has the capacity to execute well.

Most importantly, you need the lever that will increase profit and strengthen valuation not just increase revenue.

The Shift That Drives Results

Instead of asking:

What else should we try?

Ask:

What is the one lever that, if executed well over the next 6–12 months, would materially improve your business?

Then commit to it:

That’s how growth compounds and what it can look like in practice.

Why Perspective Matters

Making this decision is harder than it sounds because you’re choosing what to prioritize and what to stop doing. Often, there are few people on your team you can consult for advice or support in making these decisions and, because you're the owner, you have:

This is where an objective perspective becomes valuable to support clearer, more disciplined decision-making followed by sustained action. That’s exactly what we help owners achieve.

Learn more.

FAQs

What is a growth lever in business?

A growth lever is a focused strategy used to drive business growth by solving a specific problem or maximizing an opportunity. Instead of trying multiple tactics at once, a growth lever concentrates time, resources, and effort on a single area—such as pricing, customer retention, or operational efficiency—to produce measurable results.

Why do most business growth strategies fail?

Most growth strategies fail due to lack of focus and consistency. Business owners often pursue multiple initiatives at once, dilute resources, and abandon strategies before they have time to work. Sustainable growth requires committing to one clear approach and executing it consistently over time.

How do I choose the right growth strategy for my business?

The right growth strategy depends on two factors:

  1. Data: financial performance, customer behavior, and market trends
  2. Execution capacity: your team, time, systems, and available capital

The best strategy is one your business can realistically execute—not just one that looks good on paper.

Should I focus on revenue growth or profit growth?

You should prioritize profit growth. Revenue alone does not guarantee a stronger business. Increasing revenue without improving margins, efficiency, or sustainability can create more complexity and strain. The most effective growth strategies improve both revenue and profitability.

How many growth initiatives should a business focus on at once?

Most businesses benefit from focusing on one primary growth lever at a time. Spreading efforts across multiple initiatives often leads to diluted results and slower progress. Concentrated effort creates momentum and allows you to measure what’s actually working.

What are examples of effective growth levers?

Common growth levers include:

The right lever depends on your business model and current constraints.

How do I know if my business is focused on the wrong growth activities?

Signs you may be focused on the wrong activities include:

These signals often indicate a lack of focus rather than a lack of effort.

More FAQs

One business went from margins below 1% to an 8x increase in net income — in under a year, with no new providers. Here's what actually changed.

This example comes from a veterinary practice. But if you run a home service company, a professional services firm, an MSP, a med spa, or any people-driven business where time, capacity, and consistency drive revenue — you will recognize yourself in it.

If you're curious what this looked like in detail including the numbers, KPIs, and decisions — we've outlined it here → [Case Study]

At one point, this practice looked successful from the outside. Patients were being cared for. The team was committed. The owner was doing everything she could to pay people well, support a healthy work/life blend, and deliver excellent care.

And yet:

The business was busy but not consistently profitable.

That gap doesn't just show up on financial statements. It shows up as stress, a second-guessing, and the realization that something needs to change.

What does it mean to improve small business profitability?

Profitability in a service business isn't always a demand problem; it can be a utilization and consistency problem. Most owners leave money on the table not because people don't want their services but because they aren't consistently able to meet the demand or fix the operational gaps where profit and value are leaking.

Three drivers can account for most of the revenue and profit gaps in service businesses:

Closing these gaps doesn't require hiring or extending hours. They require visibility to the root problem and a decision to act on what you see.

How we approached it: biweekly focus, not more activity

In March 2025, Purpose First Advisors began working with this owner on a simple structure: biweekly meetings focused entirely on those three drivers.

Not new ideas or a bigger to-do list.

Instead, better visibility into what the numbers were actually saying and a clear-eyed decision about what to change first.

The owner wasn't missing motivation or knowledge. She was missing the outside perspective and structured accountability to act on what she already knew.

Two focused hours a month. That's the cadence that drove everything below.

Five changes that moved the numbers

The changes weren't dramatic. They were intentional.

1. Launch online scheduling — Reduced booking friction, increased utilization without any change to staffing or hours.

2. Implement cancellation policies — Protected revenue consistency and reduced the volatility that made forecasting impossible.

3. Standardize intake and care plan processes — Reduced missed charges, improve patient care, and ensured every visit captured the full value of the care being delivered.

4. Reinstate client follow-up and start a newsletter — Increased retention, recurring visits, and long-term client value.

5. Clarify KPIs and accountability — Linked daily team behavior to revenue and cost goals. Performance expectations became visible, shared, and tracked.

If you look closely, none of these are veterinary-specific. They are operational fundamentals that apply to almost any service business whether you're delivering care, expertise, or hands-on work.

The results: a full financial turnaround in under a year

Over the remainder of 2025, the practice moved from fragile to stable, and then from stable to genuinely strong.

MetricResult
Revenue+6% rebound after a prior-year –7% decline
Gross profit+11% year over year
Net incomeIncreased more than eightfold vs. prior year
New providers hiredZero
Hours extendedZero

Source: Purpose First Advisors client case study, 2025.

All of this happened in a single year without adding headcount, extending schedules, or launching new services. Just better alignment between what the business was doing and what it needed to do.

[See the full case study with KPIs, decisions, and turning points →]

Why it worked: discipline, data, and connected decisions

The results didn't come from any single tactic. They came from decisions that were finally connected to each other.

Utilization. Pricing. Workflow. Accountability. These four levers exist in every service business. The question is whether they're working in isolation or in alignment.

What made the difference in this case was threefold:

What the numbers actually made possible

Yes, the financials improved. But what mattered more — to the owner, and to the value of the business — was more stability and intentionality.

She wasn't just running a practice anymore. She was building an asset: something that could support her team, her clients, and her own confidence and peace of mind.

A business like this is also worth more. Buyers don't pay for effort. They pay for transferable, predictable cash flow with manageable risk. Owners who eventually want to step back whether to sell, transition, or simply stop carrying everything need a business that works without them at the center.

That's what this process builds.

Common questions from business owners in the same position

Is this only relevant to veterinary practices?

No. The mechanics — utilization, invoice value, workflow consistency — apply to any service business where time, capacity, and team behavior drive revenue. The practice in this case study is the example. The framework is universal.

How long does it take to see results?

In this case, meaningful movement began within months of implementing the first changes. Some improvements — like online scheduling — showed up quickly. Others, like consistent SOP implementation, compounded over time. The key is not how fast change happens but how consistently it's tracked and maintained.

Do I need to add overhead?

Not necessarily. Every result in this case study was achieved without adding staff, extending hours, or launching new services. The work is about better use of what already exists with the support of an outside advisor who can offer a new perspective, increase clarity, define clear action items, and create a structure for accountability.

What if I'm thinking about selling or stepping back, not growing?

This work is equally relevant, maybe more so. A business that runs without the owner at the center, generates predictable profit, and has documented systems is worth significantly more to a buyer or successor than one that depends entirely on you. If you are ready to sell or step back you need to take many of the same actions to prove transferability and low owner dependence which directly impact valuation.

Worth asking yourself right now

If any part of this felt familiar, pause here.

You don't have to answer all of them. But the one that makes you pause the longest is probably the one worth starting with.

Ready to find the one thing worth changing first?

The owners who get the most from this work aren't the ones with the most time or the most resources. They're the ones who are willing to stop solving the problem alone and build their business with the end in mind.

You can start by seeing how this played out in a real business — the numbers, the decisions, and the turning points → [Download the full case study]

Or schedule a conversation. We'll identify the single highest-leverage change in your business — and what it would take to make it stick.

And what it’s quietly costing your growth, your joy, your team, and your future exit options

If it feels like every decision still runs through you, it’s not a coincidence.

It’s a design.

Not one you chose intentionally—but one you reinforced over time.

And now it’s limiting how far your business can go.

The Real Problem Isn’t Your Team

Most owners don’t start here.

Instead, the frustration sounds like:

But here’s the uncomfortable truth:

If everyone still comes to you, it’s because the business has learned to rely on you.

Not because your team is incapable.

Because of the system you (unintentionally) created.

How This Pattern Gets Built

This doesn’t happen overnight.

It’s usually the result of success.

You were:

So people came to you.

And you responded. Again and again.

Over time, a pattern formed:

You decide → things move → results happen

So the behavior gets reinforced.

Or

They decide → you second guess their decision → they learn not to try and instead run everything through you.

Until one day, you realize - you hate this. They hate this. This can't continue. And you don't know how to change it.

Why This Becomes a Growth Ceiling

At a certain stage, what once made you effective starts working against you.

Because every decision flowing through you creates friction:

And most importantly…

It limits your ability to increase revenue, profitability, and value. Not to mention transferability.

A business that depends on you to function is harder to grow, harder to lead, and harder to sell.

Buyers don’t pay for owner effort. They pay for systems that work without you.

The Hidden Cost: Value and Freedom

This isn’t just an operational issue.

It’s a value issue.

When your business relies on you:

High owner dependence is one of the most common reasons businesses fail to reach their full value potential.

And it's deeper than that because beyond financial valuation, a business that depends on you has real, measureable costs for you right now:

Your time and peace of mind.

Your energy.

Your ability to step back without things breaking.

Your willingness to stay engaged and lead your team to be and do their best.

Why Letting Go Feels So Hard

If the solution were simple delegation, you would’ve done it already.

But this isn’t just about process.

It’s about identity.

When you’ve built the business by being the one who solves everything, stepping back creates tension:

This is where most owners get stuck.

Not because they don’t know what to do. Because they’re not ready to change how they lead.

What Actually Has to Change

You don’t fix this by telling your team to “take more ownership.”

You fix it by redesigning how decisions happen.

That means:

1. Clarifying decision rights
Who decides what and how, without you.

2. Building capability, not just delegation
Training people to think, not just execute.

3. Allowing for imperfect execution
You've made mistakes and they will too. Autonomy and accountabilty come with the responibility for making and dealing with the outcome of the decisions you make both good and bad.

4. Changing what you measure
From “Did it get done right?” to “Are the right people doing the right things at the right time?”

This is how a business becomes more enjoyable to own whiler also becoming more valuable and transferable.

Better Questions to Ask Yourself

Instead of asking:

“Why does everyone come to me?”

Ask:

“Where have I made it easier for people to rely on me than to think for themselves?”

"How can I change that?"

With each new choice you make you take control of how your business is designed so that it best serve you.

FAQs

Why does my team rely on me for decisions?
Because your business has been conditioned to route decisions through you, often unintentionally through speed, habit, and past success.

Is this a leadership issue or a systems issue?
Both. Leadership behavior creates the system, and the system reinforces the behavior.

How do I stop being the bottleneck?
By clarifying decision ownership, developing your team’s decision-making capability, and redesigning workflows so progress doesn’t depend on you.

Does this impact business valuation?
Yes. High owner dependence increases risk and lowers transferability, which directly impacts valuation and exit options.

The Bottom Line

You can’t be the glue that holds everything together and build a business that runs without you.

At some point, you have to choose:

If you’re starting to see where this shows up in your business but aren’t sure how to unwind it without creating chaos that’s exactly when we can help.

More FAQs

When business owners tell me they’re doing strategic planning, it usually means they are defining next year’s revenue targets, hiring plans, and a few growth initiatives.

That’s important.

But if you’re also wondering things like:

• Can this business run without me?
• What would it actually sell for?
• Am I building something scalable — or just a demanding job?
• Should I grow, specialize, or eventually sell?

…then the kind of planning you do today matters a lot more than next year’s numbers.

Because businesses that become valuable, transferable assets are rarely built by accident.

They’re built by leaders who think about the future in four different ways, each answering a different leadership question.

The Four Types of Planning Business Owners Should Understand

Business owners thinking about growth, succession, or eventual exit should understand four distinct planning approaches:

  1. Scenario planning – explores possible futures that could impact the business
  2. Strategic planning – defines the direction and priorities of the business
  3. Business model planning – determines how the company generates revenue and creates value
  4. Contingency planning – prepares the business to respond quickly to disruptions

When used together, these approaches help business owners increase valuation, reduce owner dependence, and build a business that can operate beyond the founder.

Let’s use a Managed Service Provider (MSP) as an example.

Scenario Planning: What Could the Future Look Like?

Before choosing a direction, leadership explores possible industry shifts.

For MSPs today, those might include:

• Private equity continuing to acquire regional MSPs, accelerating consolidation
• AI dramatically reducing Level-1 helpdesk tickets through automation
• Cybersecurity becoming the primary reason clients hire MSPs
• Microsoft, AWS, and other vendors expanding managed services offerings
• Clients demanding vertical expertise rather than general IT support

The goal isn’t predicting the future.

It’s asking better questions:

Scenario planning broadens thinking about what might happen so leaders can design strategies that remain effective under different conditions.

Strategic Planning: Where Are We Going?

After examining several possible futures, the MSP defines its direction.

For example:

Become the cybersecurity and compliance partner for regulated small and mid-size businesses in our region.

Strategic initiatives might include:

• Building Managed Detection & Response (MDR) capabilities
• Developing expertise in frameworks such as HIPAA, SOC 2, or CMMC
• Partnering with cybersecurity and compliance platforms
• Expanding vCIO advisory services
• Specializing in industries like healthcare, finance, or manufacturing

Strategic planning defines where the business is going and what it will prioritize.

Business Model Planning: How Will We Create and Capture Value?

Next comes designing how the company generates revenue and delivers value within that strategy.

Examples might include:

• All-inclusive per-user managed IT and security bundles
• Recurring Managed Detection & Response subscriptions
• Compliance monitoring and reporting services
• vCIO strategic advisory retainers
• Cybersecurity incident response retainers

This is where strategy becomes predictable revenue, improved margins, and increased enterprise value.

A well-designed business model is often one of the biggest drivers of business valuation and transferability.

Contingency Planning: What Will We Do When Something Breaks?

Finally, leadership prepares for disruptions and unexpected events.

Examples for MSPs include:

• If a ransomware attack hits multiple clients, activate an incident response protocol
• If Microsoft changes licensing rules, adjust pricing and contracts quickly
• If a key engineer leaves, shift clients to documented service delivery and cross-trained staff
• If a strategic buyer approaches, understand your company’s current valuation and what a good deal would look like

Contingency planning ensures the business can respond quickly to disruption while protecting profitability and long-term value.

Why This Matters for MSP Owners

For MSP owners, these layers of planning aren’t theoretical.

They shape how your business responds to rapid changes in technology, cybersecurity threats, vendor ecosystems, and industry consolidation.

A strategy built on a single assumption about the future can become fragile quickly.

And fragile businesses are difficult to scale, difficult to transfer, and difficult to sell.

The MSPs commanding the strongest valuations today tend to look different.

They are:

• security-focused
• built around recurring revenue
• operationally documented
• supported by strong teams
• less dependent on the owner
• able to scale beyond the founder

In other words, they’re not just good service businesses.

They’re transferable assets.

Why This Matters for Every Business Owner

This idea isn’t unique to MSPs.

It applies to every industry.

Whether you run a construction company, marketing agency, manufacturer, professional services firm, or retail business, the same reality holds:

A business that depends entirely on the owner is hard to scale, hard to step away from, and hard to sell.

The businesses that create the most freedom, flexibility, and long-term wealth for their owners tend to be the ones built to operate beyond them.

In fact, roughly 80% of businesses that go to market never sell, often because they rely too heavily on the owner or lack transferable systems and leadership.

That’s why succession planning and exit planning shouldn’t be last-minute activities.

They’re strategic disciplines that help owners strengthen the very things that drive business value, resilience, and optionality.

Questions Every Business Owner Should Ask About the Future of Their Business

No matter what industry you're in, these questions can help you think more deeply about the business you're building.

• If you stepped away for two weeks with no phone or laptop, would your business keep running smoothly?
• Are clients loyal to the company, or primarily to you?
• Does your revenue model create predictable income, or constant reinvention?
• Could someone else clearly understand how the business works from your systems and documentation?
• If a buyer showed up tomorrow, what would make your business more valuable — or less?

Sometimes the most important strategic question for an owner isn’t simply:

How do we grow?

It’s:

What kind of business am I actually building?

FAQs

When should a business owner start succession or exit planning?

Ideally several years before a transition. The most successful owners treat succession and exit planning as present-tense strategic activities, integrated into annual planning and leadership development.

What makes a business transferable or valuable?

Businesses that can operate without the owner, generate predictable cash flow, and rely on documented systems and strong leadership teams tend to command higher valuations.

Can you increase the value of your business even if you never plan to sell?

Yes. The same practices that increase valuation — recurring revenue, leadership depth, documented systems, and reduced owner dependence — also make businesses easier and more enjoyable to operate.

More FAQs

Most business owners measure success using familiar metrics:

Those numbers matter.

But here’s a question many owners never ask:

Did your business become more valuable this year?

Not just busier.
Not just more profitable.

More valuable.

Because revenue pays the bills.
Profit funds your lifestyle.

But business value creates wealth and optionality.

What Does It Mean for a Business to Increase in Value?

A business increases in value when it becomes less risky and more transferable to another owner.

Buyers don’t pay for effort, loyalty, or years of hard work.
They pay for predictable, transferable cash flow with manageable risk.

That means a company’s value is influenced by factors like:

When these improve, the business becomes more attractive to buyers, lenders, and potential partners.

And its valuation increases.

Can Revenue Growth Decrease Business Value?

Surprisingly, yes.

A business can grow revenue and still become less valuable if the growth increases risk.

For example:

Growth that increases dependency or volatility can reduce what buyers are willing to pay.

That’s why focusing only on revenue or profit can be misleading.

The Real Question Behind the Question

When I ask owners how much their business increased in value this year, what I’m really asking is:

These questions reveal something financial statements alone often hide:

How transferable your business really is.

The Drivers That Determine Business Value

Buyers evaluate businesses primarily through the lens of risk and sustainability.

The most common value drivers include:

Revenue Diversification

Heavy reliance on a few customers creates risk.

Leadership Depth

Businesses dependent on the owner are harder to transfer.

Margin Consistency

Predictable profitability supports higher valuation multiples.

Documented Systems

Standard operating procedures make a business teachable and scalable.

Recurring Revenue

Contracts, subscriptions, and repeat business reduce revenue volatility.

Customer Concentration

A broad client base protects future cash flow.

Improving these drivers steadily increases the value of the business.

Why Business Owners Should Track Valuation as a KPI

Most companies track performance using:

But very few track valuation as a performance metric.

And what you don’t measure is difficult to intentionally improve.

When owners start thinking about valuation as a KPI, decisions change.

They think differently about:

They stop building a job.

And start building an asset.

Build for Value Even If You Never Sell

You don’t have to plan to sell your business to benefit from building one that is valuable.

In fact, the businesses that are easiest to sell are usually the most enjoyable to own.

Because they:

In other words, they give the owner something many entrepreneurs eventually realize they want:

Freedom.

If You Don’t Know Your Business Value

If you’re not sure what your business might be worth today—or what factors are increasing or decreasing its value—an Enterprise Value Assessment can provide a baseline.

It helps identify:

Once you understand those drivers, you can begin making decisions that improve the value of the business over time.

And when the day comes that you want to sell, transition leadership, or simply step back, you’ll have far more options.

A Simple Exercise for Business Owners

If you want to start thinking about your company’s value more intentionally, ask yourself:

  1. What would my business likely sell for today?
  2. What valuation multiple would a buyer apply and why?
  3. What are the top three risks that would reduce that multiple?
  4. What one improvement would increase value the most over the next year?

If you can’t answer those questions with confidence, you’re not alone.

Most owners have never had a structured conversation about what drives the value of their business.

Book a call to learn more.

FAQs

What determines the value of a business?

Business value is driven primarily by predictable cash flow, growth potential, and risk factors such as owner dependence, customer concentration, and operational systems.

Why do profitable businesses sometimes fail to sell?

Many businesses depend heavily on the owner or lack transferable systems and leadership depth, which increases risk for buyers.

Should business valuation be tracked as a KPI?

Yes. Tracking valuation as a KPI encourages owners to focus on factors that improve transferability, sustainability, and long-term wealth creation.

More FAQs

Design Your Future on Purpose

Complete the Owner's Compass Questionnaire

At some point, you reach a quiet crossroads as a business owner.

Your business is successful enough to meet your financial needs but it still demands tremendous amounts of your time and attention. Growth still feels possible, but you’re not sure you want to work that hard anymore. You may be thinking ‘Wasn’t this supposed to get easier?’. Selling sounds appealing, but overwhelming. Succession is something you talk about and then set aside.

So the question starts to surface:

Should you keep growing your business or should you start preparing to exit?

It’s a reasonable question.
But not a terribly useful one.

The Real Issue Isn’t Whether to Stay or Sell.

It’s Alignment.

When you frame your decision as grow versus sell, you’re oversimplifying what’s really going on.

What you’re actually wrestling with is:

Until you get clear on those things, any strategic decision - growth, succession, or exit - will feel incomplete.

Why More Information Hasn’t Solved This

When you feel stuck, your instinct may be to look for answers in:

Those are important tools—but they assume you already know what you’re optimizing for.

Without that clarity, patterns tend to emerge:

The problem isn’t a lack of options.
It’s failure to orient first before taking action. 

Introducing the Owner’s Compass 

The Owner’s Compass was designed to help you answer a more fundamental question:

Given who you are, what you want next, and what’s true about your business, what paths actually make sense for you right now?

Instead of forcing you into a single decision, the Compass helps you:

It doesn’t tell you what you should do.
It helps you understand what is and can become true for you.

What the Questionnaire Asks You to Consider

The Owner’s Compass looks at the factors that shape every owner’s options:

Together, the results place you along a continuum of viable paths, rather than pushing you into a box.

What You Learn About Yourself

Owners who complete the Owner’s Compass often begin to see whether you’re really seeking:

Once that’s clear, decisions stop feeling so heavy.

Why This Matters Now

Your energy changes. Markets shift. Life evolves.

The biggest mistake you can make isn’t choosing the “wrong” strategy - it’s committing to a path that doesn’t fit who you are or what’s actually true about your business.

Clarity doesn’t force a decision.
It creates better ones.

If you’re feeling tension between growth, transition, and exit—or if you sense that something needs to change but you’re not sure what—the Owner’s Compass is a powerful place to begin.

Schedule your free one-hour consultation to review your Owner Compass finding and make clearer strategic decisions this year.

FAQs

How do I decide whether to grow, transition, or exit my business?

The decision depends on alignment between your personal goals, your risk tolerance, and the current state of your business. Owners who understand what they want next and how dependent the business is on them can make clearer strategic decisions about growth, succession, or exit.

Is growing your business always the best strategy?

Not necessarily. Growth that increases complexity, risk, or owner dependence can reduce freedom and long-term value. The best strategy is the one aligned with your goals and the realities of your business.

When should a business owner start thinking about transition or exit planning?

Ideally, owners should start thinking about transition planning five to ten years before a potential exit. Starting early provides time to build leadership, strengthen operations, and increase the value and transferability of the business.

What is the difference between transitioning and exiting a business?

Transitioning typically means stepping back from day-to-day operations while ownership remains intact or shifts gradually. Exiting usually involves transferring ownership through a sale, succession plan, or merger.

Why do many business owners struggle with the grow vs. exit decision?

Many owners frame the decision too narrowly as grow or sell, when the real issue is whether the business still fits the life they want next. Questions about identity, risk, and personal goals often shape the decision as much as financial considerations.

Can a business grow while preparing for transition?

Yes. In fact, the strongest businesses grow while simultaneously improving leadership depth, systems, and profitability so the company can operate without relying entirely on the owner.

What is the Owner’s Compass?

The Owner’s Compass is a framework designed to help business owners evaluate their personal goals, business readiness, and strategic options so they can identify the paths that make the most sense for their future.

More FAQs

That thing you’re feeling—the stress, tension, and weight of running and growing your business—is friction. The more friction you face, the greater the effort required, making even routine decisions feel like uphill battles.

Every business owner I know, myself included, strives to reduce the effort needed to grow and be profitable. We implement systems, automate tasks, and lean on AI or standard operating procedures to smooth out operational bumps. But the hardest friction to remove—the kind that no app or process can outsource—is people friction.

People friction manifests in two distinct ways:

  1. The friction of loneliness and isolation
  2. The effort required to build authentic relationships and lead effectively

The friction of loneliness

The loneliness of leadership can feel like an invisible weight pressing down on every decision. You struggle to solve problems, evaluate opportunities, and take consistent action alone. You beat yourself up for knowing better but not doing better, questioning whether you lack the ability or the sheer will to succeed.

You try to ease the friction by reading books, watching videos, and replicating the success formulas of others. If they did it alone, surely you can, too. Or maybe you hire a coach who reinforces the belief that pushing harder and working faster is the solution—relying on willpower to force results.

But eventually, you realize that effort alone doesn’t work. You’ve exhausted yourself chasing formulas, methods, and hacks that haven’t delivered sustainable success. And because you’ve already sought help once (or several times) and it didn’t provide the relief you needed, you resist engaging the advisors who could walk beside you—not just offer advice, but truly expand your intellectual and emotional capacity to grow your business.

Sometimes, you avoid seeking deep, committed support from the outset, convinced you can't afford it, don’t deserve it, or won’t need it until you hit a major milestone. Maybe past advisors failed you, or you struggle to trust that someone could be fully invested in your success.

And so, you push harder—trying to create better results through sheer determination—only to generate more friction, because you’re still doing it alone.

The friction of leadership

Leadership friction stems from the gap between the effort required to listen, teach, coach, and elevate others—and the effort you’re willing (or able) to make.

You want employees to show up, do their jobs, leave distractions at the door, and be intrinsically motivated to grow. You want self-starters with adaptability, resourcefulness, emotional intelligence, and strong communication skills.

To ease the burden, you hire better, pay more, or delegate leadership responsibilities. Yet, despite these efforts, employees still need your time, guidance, and support. They need you.

You prioritize doing the work of the business, thinking that hiring managers and coaches will fill the gap—but without investing in a culture of leadership development, your efforts fall short. Employees become frustrated. You become overwhelmed and even resentful.

As your team’s needs grow, your ability to scale your business slows. Every attempt to bypass the work of building a high-performing, values-driven workplace creates more friction, not less.

"Friction tells us where things are straining, where care is needed, and where attention should go." - Kayla Scanlon

Your business’s nervous system is experiencing the friction. And you are experiencing the pain it creates.

If this pain has been lingering, it’s a sign that what you’re doing isn’t working. Not because you’re ineffective—but because the approach isn’t yielding the desired results.

Reducing friction starts with you

The friction and the pain it causes have your attention. So now, ask yourself:

When you pinpoint the friction within your business—when you act with care and intention to reduce effort and improve results—you create conditions that ease strain, remove barriers, and accelerate growth.

Reducing friction from loneliness & isolation

1. Build a Circle of Trusted Advisors : Many business owners believe they must "go it alone" to prove their competence. But having advisors and others who walk beside you—rather than just offering occasional advice—expands your capacity to make informed, strategic decisions.

2. Create a Decision-Making Framework: Loneliness amplifies decision fatigue. Without a clear framework, business owners second-guess themselves, delaying action or making reactive choices.

3. Cultivate Vulnerability & Self-Awareness: The pressure to appear competent can lead to self-imposed isolation. Admitting uncertainty isn’t a weakness—it’s a growth strategy.

Reducing friction by investing in leadership development

1. Shift From Transactional to Relational Leadership: Business owners often seek “self-starters” who require minimal guidance. But leadership development isn’t about hiring perfect employees—it’s about creating the conditions for growth.

2. Replace “Hiring for Skills” With “Hiring for Potential”: Skills can be taught—attitude, adaptability, and values alignment must be prioritized. This shift in your approach to talent management from performance to performance + potential is crucial for successful succession planning.

3. Lead With Clarity & Consistency: Many employees disengage not because they lack motivation, but because the path forward isn’t clear.

Looking for more help to grow strategically?

FAQs

Why does business growth often create friction?

As businesses grow, complexity increases—more people, more decisions, and more moving parts. Without clear systems and leadership structure, that complexity creates friction that slows progress.

What is business growth friction?

Growth friction refers to the challenges that emerge as a business scales, including decision bottlenecks, unclear roles, leadership gaps, and operational inefficiencies.

How can a strategic business advisor help reduce growth friction?

A strategic advisor helps identify root causes of friction, improve decision-making, strengthen leadership, and create systems that allow the business to scale more effectively.

Why is leadership development important for business growth?

As a business grows, success depends less on the owner and more on the strength of the leadership team. Developing leaders helps distribute responsibility and improves execution across the organization. It's the first step in succession planning.

When should a business owner consider working with an advisor?

Owners often benefit from advisory support when growth begins to feel harder, decisions are slowing down, or the business is becoming too dependent on them.

How do you know if your business is experiencing growth friction?

Common signs include constant decision escalation to the owner, lack of accountability, repeated operational issues, and slower progress despite increased effort.

Can business growth happen without increasing stress and workload?

Yes. With the right systems, leadership structure, and strategic guidance, businesses can grow in a way that reduces owner stress, increases valuation, and improves overall performance.

More FAQs

maroon quotation marks
  • I have said many times to colleagues, “I wish I had hired Christy Maxfield a few years ago.” Even with a 27-year-old company, I have learned so much from her. Christy has been an invaluable partner helping me operate my company more strategically, i.e. strengthening financial reporting, guiding succession planning, navigating complex people decisions, and increasing the overall value of my business. Christy brings insight, clarity, and genuine care to her work. Her disciplined approach and guidance has made me a more confident and effective business owner and positioned my company for its next phase of long-term success.
    Laurna Godwin
    Owner, Vector Communications
  • What sets Purpose First Advisors apart is that her coaching evolves with you. The support I needed at the beginning of our work is very different from what I need now, and she has adapted alongside me every step of the way. Her approach is strategic without being rigid, and she has helped me build confidence, sharpen my business strategy, and create meaningful momentum in my work.
    Paya Sample
    Owner, Peak Leaders Collective
  • Christy took the time to assess my business model, understand my goals, and identify areas for improvement. What impressed me most was her ability to provide tailored strategies that were practical and immediately implementable.
    Sue Bailey
    Owner, Celebrating Life Cakes
linkedin facebook pinterest youtube rss twitter instagram facebook-blank rss-blank linkedin-blank pinterest youtube twitter instagram