Ready to sell your business (or your practice) and get maximum value?

In this episode, Eric Green sits down with Michelle Seiler Tucker, Wall Street Journal & USA Today bestselling author of Exit Rich, to break down how buyers really value businesses today and why most owners are accidentally building a job, not a saleable asset.

You’ll learn:

• Michelle’s 6 P’s that drive business value
• Why recurring revenue, automation & subscription models explode your multiple
• How accountants and tax pros can help clients exit rich (and get paid for referrals)

Join Eric and Michell for a Free Webinar on December 12 by registering here.

Connect with Michelle on LinkedIn.

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Watch the episode here

 

Listen to the podcast here

 

How To Exit Rich With Michelle Seiler Tucker

Welcome everyone to the show. I’m Eric Green. I’m very excited to have my friend Michelle Seiler Tucker. If you don’t know Michelle, you probably should. Whether you’re a tax pro or a business owner. She is somebody at some point you probably want to talk to. Michelle Seiler Tucker is the Founder and CEO of Seiler Tucker Incorporated. She holds the M&AMI or the Mergers and Acquisitions Master Intermediary title, as well Certified Mergers and Acquisitions Professional or CM&AP and Certified Senior Business Analyst or CSBA.

Michelle also owns many other businesses and several different industries. As a 22-year veteran in the M&A industry, she is regarded as the leading authority on buying, selling, fixing, and growing businesses. She and her firm have sold over a hundred or probably hundreds of businesses. She’s been in Entrepreneur Magazine, Forbes, and Inc. By the way, I know her because I had already read her book when I got introduced to her Exit Rich.

We’re going to be doing a webinar on this, but we’ll get to that a little bit later. Michelle, as much as I’d love to be in person, I thank you for taking the time for doing this. What you do is a hot topic now. Private equity and VCs are all running around, but I’m thinking more about the accounting and tax industry in particular. For everyone reading, if you didn’t sort out what Michelle does. She helps business owners sell businesses, maximizing value, and as the title said, for those of you watching the video exit rich, which is her bestselling book. What is going on in terms of the industry?

The Evolving M&A Landscape: What Buyers Want Now

To correct my own bio, I’ve been doing this for 26 years now. It’s a very long time and I’ve seen everything from the beginning of my career. I started as a franchise development, business equity specialist doing franchise development, franchise sales, and franchise consulting. When I transitioned to M&A back in 2000, it was completely different than what it is now.

Now, a lot of people say there’s so much uncertainty, which there is but there are buyers. Lots and lots of buyers. Probably more buyers now than they were back in 2000 and 2001 when I started. A big thing is that buyers are buying differently than they ever did before. They’ve got a different strategic approach. They are looking for different things than they looked back in the 2000s. It’s based upon a lot of things. It’s based upon mortgage rates, the economy, and all different things more so than ever before.

 

 

Buyers mitigate their risk and they want to make sure when they’re acquiring a business, that it’s a good healthy business. Obviously, the EBITDA has to support that, number one. Number two, it has to be a good business. It has to operate on what I call the six P’s, which are on Exit Rich, because many businesses have a great business. They have great revenues and EBITDA, but guess what they don’t have? They don’t have a good solid team in place. They don’t have good management in place. They are the business. You take them out of the business, there is no more company.

A lot of them get paid in one way. In business, you’ll never get paid one way. You have to have at least 3 to 7 different revenue streams. If you don’t, then you’re going to suffer. A lot of businesses suffered during COVID. Look at the hospitality industry, the restaurant industry. They have one way they got paid, so multiple products. You have to have the right people in place and the right products. You got to have processes. Your employees should not be running a business. A process should be.

I have to tell you. I picked up the book originally because I have clients that are looking to sell and no one buys law practices. I’ve had people call about tax rep. I learned so much, by the way. First of all, for those of you who have not read the book, you should. There are stories about meeting with buyers and some that had fatal flaws and then there’s some real success stories.

I found it very interesting. You’re right, where the owner is the business. The truth is, what are you selling? You can’t sell yourself. At the end of the day, it’s you just creating income that’s sellable. We obviously hear from a lot of either accountant looking to sell their practice but they also have hundreds and hundreds of business clients. Usually, the first go-to person is their accountant.

Often, we would hear, “I don’t do this. What do I tell them to do?” We’ve heard all kinds of terrible advice that they’ve given clients, which is why I was so excited to have you on and do this. You mentioned the six Ps, which you break down in the book. I know we could do an entire day’s course on this, but very quickly can you just describe what those are for the audience?

Understanding The Six P’s For Business Growth & Sale

I already mentioned three of them. Number one is people. You have to have the right people in the right seats. If the business depends upon you, you have a job. Not a company. Number two is products. You have to look at your product or your service industry and make sure it’s still relevant. There’s a lot of businesses that went out of business. A lot of industries are now obsolete, then you have to make sure you have at least 3 to 7 congruent revenue streams processes.

You have to have those processes in place. Again, employees don’t run the business. Processes do, and then dive into the other three real quick. The fourth one is proprietary, Eric. Proprietary is the highest value driver. If you’ve got those trademarks or those patents or those residual income coming in or a reoccurring subscription model, that is huge. If you have a SaaS component that can be licensed out to other industries, that’s huge. Remember what I told you at the beginning? The buying method, buying criteria has changed exponentially. Most buyers now are wanting to buy businesses and will pay top dollar for businesses that have that reoccurring subscription model. They want that mailbox money. That’s what every buyer is looking for now.

 

 

I’m going to bring this back for our audience. Michelle, we’ve been on them about automating. Automating the client and engagement letter payment. The documents going into the software are all automated. I just had a friend of mine who said, “Eric, there’s a real opportunity in an accounting firm.” This buddy is Tony Carter who I have the Success Tax show with. A very entrepreneurial guys. He’s got 5 or 6 businesses at any given time, buying and selling. He’s very successful. He said, “We could roll up these accountants. They want to get rid of it.” I said, “Time out,” because I know where we’re going.

I’m like, “Are they sitting there doing returns?” He said, “Yes, but we could do that.” I’m like, “I’m not buying a job.” They have this automated. What you and I then would need to do is meet the clients, make sure they like us and look for opportunities. That stuff is great. To bring this back to the P’s. The buyers are going to look at, what am I buying here? If I’m buying a job I have to sit at and do, I have no interest.

If you have nothing that’s proprietary, why don’t I just start a digital marketing campaign and just go get my own clients? What do I need you for? For the people reading, we’ve had Dawn Brolin and Dawn talks about subscription pricing with these business clients. You’re not just doing a return. You’re meeting quarterly and doing year-end planning. She has all their clients on a subscription model, which she calls Relationship Pricing.

The money comes in first of the month every single month and her tax season is done. They’ve already done all the planning through the year. In other words, it’s the way that you want to work with clients but she’s got a business to sell. Anyone could step in there and run that. When you so when you come in or if somebody calls you or if an accountant said, “I have a client or I want to sell.” These are the things you’re going to look for when you meet with them.

What M&A Advisors Look For: A Deep Dive Into Business Value

I’m very unique to most advisors and I say that because of all of my experience in how I do things. Most businesses will fall apart during due diligence. What we do during our appraisal is we do a deep dive. We go through the financials. We’re looking for those personal and we’re doing very deep dives on that creating five-year projections, etc. What’s different is we take a deep dive in all those six P’s because we’re going to give advice of, “Eric, you should do this. Eric, we should do this and we should get this trademarked. We need a process here.”

In business, you'll never get paid one way. You must have at least 3 to 7 different revenue streams, or you will suffer. Share on X

We take our clients through the six P’s a deep dive so we can fix the business and treat the business before we even go to market for the business. Buyers buy EBITDA or earnings before interest, taxes, depreciation, and amortization. If it’s a SaaS business or reacquaint subscription model, they will pay a multiple of revenue versus a multiple of EBITDA. It’s very important to know what that adjustment of EBITDA is. More important than that, buyers don’t just buy EBITDA or revenues. They buy synergies. They’re going to buy those synergies that will catapult them to the next level of their business.

We sold an old manufacturing company and we brought seven offers to the table. Our partners could say, “No. It’s too much risk. We don’t want to do this. We don’t want to do that.” I ended up finding a strategic buyer and that buyer outbid everybody else because this company operated in all six P’s except for patrons. They have customer concentration. Not customer diversification. They have 70% of their revenue trying to put British petroleum. We had to mitigate that risk but the client said to me, “The reason I’m willing to pay more money for this business is because I was trying to get my foot in the door for BP for decades. I know once I do, I can pay for this company in three years.”

He paid 165% more for 70% of the business than what the business appraised for. It’s synergies that create value. You have to have the EBITDA and the revenue. It’s the purchase price. At the end of the day, you want to create a bidding war. How do you create a bidding war? We bring multiple people to the table and we highlight those synergies. You’re going to get your strengths. They’re going to make someone pay more money than everybody else.

That’s why the team is very important. One of the takeaways I wanted everyone reading and I will let you know how you can get in touch with Michelle and all that, is you start this process early. That’s why I picked up the book, because I had clients who ended up now in a terminal health situation. Now they think they’re going to sell for top dollar. First of all, it’s like the sharks. They can smell blood in the water but some of them ultimately, in one case, the buyers realized they could just take the business if they waited long enough. It’s not a gentleman’s game. Let’s put it that way, but the key thing here is to start early.

I’ve told clients, five years before you’re planning to sell, start then. First of all, Michelle, because you’re going to bring and this is why it’s worth paying for this. You’re going to bring a lot of value because you’re going to be advising them. What about this? Change this. There’s opportunities for them to maximize value based on your experience.

Here’s the biggest mistake I see business owners make as what you just said, Eric. They don’t think about selling their business. They’re too busy running their business. They’re too busy working in their business and they don’t think about it until a catastrophic event occurs. I had this happen in Dallas not too long ago. I’ve had a lot of women call me and say, “My husband dropped dead of a heart attack at the age of 45. I don’t know anything about the business. I don’t know anything about the finances.”

Most businesses will fall apart during due diligence. Share on X

I started asking her questions. He has a construction company. “Does he have any employees?” “No, he just has 1099s.” “Are there any processes?” “No, they’re in his head.” “Where are the books and records?” “He doesn’t use QuickBooks. He keeps everything.” It was a pretty decent-sized construction business, but when he died the business died. The reason we want to start early is that it’s like starting with the end of mind.

There are a lot of people who say that.

There’s a famous author who says start with the end of mind. The bottom line is, you have to find stuff in advance. You got to build that business on the six P’s because then you’re building an infrastructure. You’re building something sustainable and scalable. One day, when you’re already a sellable business, we talk about the GPS exit model in Exit Rich as well and when you should begin.

The Critical Importance Of Early Exit Planning

It is critical to start early. Again, I’m going to highly recommend it because I’m somebody who’s done. I’ve been a tax attorney for 26 years. I was an auditor for five years prior to that. I would have told you it’s probably like the stock pickers have or something, but I pretty much understand. I have to tell you I learned so much reading the book. Things that I thought I knew or when I read them, it’s like, “I hadn’t thought about that.”

I’m thinking about myself but also now for our tax rep members. In fact, my talking about the book is what prompted them saying, “Can we do a webinar?” In other words, instead of my one-off throwing out comments. That’s when I said, “Maybe we can get Michelle to come on to this because she is the expert at it.” What are the biggest mistakes aside from waiting until it’s too late? Are the other common mistakes you see people make?

There are a lot of mistakes. The biggest one is not planning your exit. Another big one that we see that can stop a deal in its tracks is misclassifying employees as 1099s. We were selling a manufacturing company and we found out very quickly that all the warehouse and manufacturing employees were not W-2s. They were 1099s. If a catastrophic event occurs in the warehouse or in a manufacturing plant and something bad happens. Guess what? You’re not going to have a business anymore.

We have to go back through, and we have to reclassify the employees. That decreases EBITDA and that’s a big mistake. Another big mistake that we see again is the business owners looking in, the business on the business and they haven’t found a management team or a success plan. Also, not having an employee contract is a big mistake. That can be a huge issue. Buyers want to commit. They want to see business running. They want to see your contract. They want to see policies and procedures manuals. They want to see you have stable long-term employees and the business can run without you.

The other big thing is if you have client concentration just like we talked about before. We got a company that’s got 80% customer concentration in one grocery store and as an agriculture company. That’s a huge mistake. In IP, your proprietary assets, if you don’t have a federal trademark on your company name, that’s a huge mistake. There’s ways to get around that now that are cheap and easy. We need to talk about that because you want to protect your proprietary assets. I can go on and on. One other mistake I want to tell you, embezzlement. What are the numbers, Eric? It’s like 3 out of 6 or 7 businesses will have an involvement.

It’s always the bookkeeper.

I don’t know. It’s been a family member or a partner. Again, I’ve been doing this for a very long time, selling hundreds upon hundreds of businesses and doing probably over a thousand emails. I’ve had to happen where it’s family members, partners, and employees. You’ve probably seen it as a bookkeeper. There are so many mistakes. As Eric just said, I’ve been in business for a long time. Eric is smart as a whip. He’s good at what he does. He knows what he does, but we all forget the little things.

We forget the things that’s going to make our business sellable. We forget the things it’s going to add zeros. A lot of times, we have to take away zeros. We have the minuses and add zeros because if I have to reclassify employees or something else, then it’s going to subtract from the EBITDA of the business which will subtract zeros from your purchase price.

We forget the things that make our business sellable, the things that add zeros. Share on X

They talk about the warehouse with the 1099s versus W-2s. It can be fixed, but to go back into a voluntary disclosure. You’re going to reclassify. You’re going to have the tax interest penalties and pay. It’s going to drive your bottom line number down then. Even if you could explain that to a buyer and smooth it out the way it should have been. Your EBITDA is going down from where you thought it was.

Now you have upset employees because you’re going to be making less money.

They didn’t want to be on W-2. That’s why they were happy to be 1099.

Some of these clients. We’ve got a big company out there that’s in the sports industry. They manufacture things for the sports industry. I said, “Was it your decision or yours?” He said, “It’s my decision. I wanted to say money.” I said, “Will you try to save money? Is it going to cost you love or money in the end?” It’s not an easy thing.

Business Owners Vs. Entrepreneurs: A Strategic Perspective

The lesson though is there are folks who don’t think of their business as an asset and that is the real difference between business owners and entrepreneurs. People use them interchangeably and they’re not. Entrepreneurs are folks who go in with the end in sight. “I want to get this business. I want to grow into X. I want to flip it for X plus and leave,” and so because of that, they have a game plan to check all the boxes and get to that point where the business owner is just trying to make a living.

 

 

They’re working on it and not working on it. They don’t view it as an asset or maybe they do, theoretically, but they don’t view it as another asset that they’re trying to maximize value. It’s almost like it’s their day job. That’s the big difference. To go from the, I own a business to, I’m going to shift to entrepreneur. You need to start early and they’re going to be a lot of things you probably need to change and clean up, so you need that runaway at least if you want to get to the number you want.

There’s a lot of things to look for. You asked about mistakes earlier and that is one of the biggest mistakes. They’re acting like business owners. They are not acting like entrepreneurs and they just overlooked things. I had a plastic manufacturing company. If anything about it, they have very tight squeaky tight margins. The company had all foreign employees because it was foreign owners. Their culture believes in taking care of them, which is good. You should take care of your employees but they kept raising them. The raise is every year and every year.

They price themselves out of a business. They kept having to put money in to cover all these expensive raises that they were giving and they weren’t sellable. They ended up becoming out of business. We had another company that was a marketing company but they had a customer concentration. They have five clients because they marketed to casinos. I said, “If you lose one or two of these clients. You’re out of business.” What happened? They lost two clients.

What happened?

I end up merging them with another company but there’s just all kinds of little things like this that business owners just don’t think about.

I had very good friends of mine but I had folks come to me like a mattress manufacturing and they had a payroll tax problem. We’re going through things and I said, “There’s something wrong.” They had Bob’s discount furniture. It was one of their big clients. I keep telling them there’s something wrong. The fact that you keep having a payroll tax issue, there’s something else going on. They call me that a friend of theirs is going to come in and that friends are going to help them.

I said, “Who’s the friend?” “An M&A turnaround. A CPA.” He’s a chicken farmer. I said, “Why did you bring in a chicken farmer?” They said, “He knows cost accounting.” Did you know that in three hours, he came to them and he said, “You’re losing money on every truck that goes out the door.” He broke down for them, the same thing. They had access to employees, the overhead and whatever. He said, “You make huge margins on what you sell directly online. You’re losing money on Bob’s. Get rid of Bob’s.”

Bob’s told them they were the only company to ever fire Bob’s. No one fires Bob’s once they have that account. They couldn’t compete at that because they had to be on razor-thin margins. One truck breaks down and they have a couple extra employees that they felt bad for and gave more shifts to. Before you know it, they’re not making money.

They managed to turn it around. They’re very successful now. They sell completely online. Instead of 200 employees. They have twelve and UPS picks up the inventory every morning. No more trucks. No more truck drivers. No more trucks breaking down in the middle of the night. Having a real good handle on your expenses and all of that, you would think it would be obvious but certainly critical because a buyer’s going to look at it very hard.

Avoiding Common Pitfalls In Business Sales

A buyer is going to look at everything and another big mistake that business owners make. I would tell you for 26 years, I’ve been doing this business, I’ve only seen maybe two or three get it right. There were about hundreds and hundreds, and probably about a thousand at this point. At any rate, what happens all the time is 99.9% of businesses or assets sell. No stock sells. A lot of business owners have clients and they have vendors and contracts.

It’s very important to look at that contract. I hope you’re listening to me. Go get your contracts and look at them and tell me if they’re transferable or not. Most contracts are not transferable. You heard me tell the story about British Petroleum. That contract was not transferable. That bio took a huge risk. There were no callbacks. There was no language in the closing documents to protect his investment. If you didn’t get BPD in a British Petroleum contract, that was on him.

It was not transferable. It ended up becoming transferable. We just sold another large company, a maritime company and their contracts were not transferable. That took his 90 days after the close. Money was held in an escrow to go and get those contracts transferable. That’s a very big mistake that a lot of business owners make that you need to go and review.

You think you can transfer everything and you might not be able to unless the buyer buys the entity, which does bring risk, the unknown liability risk.

There was a big franchisor out there. I’m not going to say who but they sold to a private equity firm. They sold for about 6 or 7, or 8 multiples. It was a pretty big sale. The problem was representation. They didn’t do their due diligence and I did not handle that deal, by the way. I had nothing to do with that deal. That was not me.

Michelle had nothing to do with it.

None of those contracts or none of those franchisor contracts were transferable, Eric. None of them and when the company went in, they called me in later to fix it and see if I could fix it because my background is in franchisee. None of them were transformable. They had this big meeting, this big dog and pony show where everybody flew out there Vegas.

I think there were like 150 franchisees back then. Out of all of them, only two transferred over. You have to have proper representation. You have to make sure you have an advisor crossing those Ts and dotting those Is, especially on the legal side too. The legal side of that due diligence team messed up. They ended up suing our attorneys.

For the accountants and attorneys who are reading. If they have clients who are maybe thinking of selling, how can they work with you?

You can walk me very easily. I make it easy. I’m a woman who set up a meeting with your clients. If you want to sit on it, you can. We just did a deal where the CPA was on every single call with the owners. They can walk with me. I’ll make it easy and seamless. We’ll take very good care of our clients and guess what? We’ll also pay a referral fee. That is legal, right?

It is perfectly fine. If I were an attorney and it was my client. I might have to disclose that because now I potentially have a conflict of interest. For the accountants, for them to make the introduction. I remember their clients going to get their own representation and all that, but the fact is, they can get a referral fee. The other thing is just for the account’s perspective. To be able to discuss, listen to Michelle. We’re going to be doing a free webinar on December 12th.

To be able to talk the talk, first of all, right away you are you go up a few levels in the eyes of your client, the fact that you understand this. Also, I attract better clients because they know that you are a sophisticated CPA or EA. The reality is, you’re going to bring in Michelle and Michelle is going to bring all that expertise to the table. You can get paid. You have potential clients that may be looking to sell and at some point, you might be thinking about it yourself.

Everything we just discussed is going to apply to you as well. Do you have processes in place? Is it automated? Do you have a team? Are you sitting there banging out tax returns on your laptop at night? No one wants to buy a job. They do want to buy a business and again, we’re talking multiple of potentially of revenue if you’ve done the automations and have those processes. If it’s just you, you’ll be lucky to get 0.8 because anyone buying, it’s going to be buying a job. They’re not going to pay as much. It’s just the reality of it.

You’ll be doing a great service for your clients because helping your clients exit rich, what more can you do for you? They will love you forever. We’re also always looking for good accounting firms and good lawyers all throughout the country because we do business all throughout the United States and Canada, Eric. We’re also looking forward to the forces too.

You'll be doing a great service for your clients, helping them exit rich. They will love you forever. Share on X

Collaborating With M&A Experts: Benefits For Professionals And Clients

Michelle, for folks reading this. If they want to get in touch with you, how best to do it? Is it email or LinkedIn? How is the best way for them to connect with you?

You can find me on LinkedIn at Michelle Seiler Tucker. I love to talk to people. I’m a people person. My office is (504) 525-1717 and I’ll send you to 1-800 number so they can also call us on that line. If you like to email, you can email to Michelle@SeilerTucker.com and Alan@SeilerTucker.com. Use both email addresses so I don’t mess your email, but I love phone calls and talking to people. We have a Calendly. We can schedule a meeting with you if you want to start with email, but I would love the opportunity to work with you and your clients.

Remember, on December 12th, we’re going to be doing a webinar. It’s free. I’ll put the link in the description. I titled it Exit Rich after the book. Join us if you can because it’s going to be fascinating. By the way, I always get this question. Even if you can’t join us live, if you register, you will still get a link to the recording afterward and to the extent then you want to connect with Michelle because she’ll be giving us more information. It’s a great opportunity for you to go up a few notches in the eyes of your clients, potentially get paid and also things to think about for yourself. It’s a great and timely topic.

It’s fun.

By reading the book, again for someone who thought he was pretty up to speed. I learned so much.

I’ve had businesses $10 million, $15 million, $20 million businesses read the book, and then get in touch with us and say, “I thought I knew the six P’s but I don’t. How can you help us?” I had one company because we did pre-cell. Unfortunately, we came out right when COVID started. It’s still a Wall Street Journal and USA Today bestseller. I had enough sales to make in the New York Times, but we were doing pre-sales.

We were just sending out the manuscript and people said they were printing it and taking it to their meetings and mapping out the blueprint for their business plan or business model going forward. It’s endorsed by Steve Forbes, Sharon Lechter who wrote Rich Dad Poor Dad with Robert Kiyosaki. He’s my co-author. I wrote about 98 and she wrote the rest. She’s a good co-author. She is an accountant and her husband is an IP attorney.

The Power Of ‘Exit Rich’ And Continuous Learning

Again, I read it mostly because I get questions every now and it was the bestseller. I got the book and I started reading it. I got very drawn in because I was like, “I hadn’t thought of that. I didn’t think of that. I should think about that.” It was eye-opening. It was a quick read. For the accountants reading, it armed you to be able to talk at least intelligently to lay the groundwork for clients. Why you could explain, you need to start the process early. This is going to take time. It isn’t 30 or 60 days out, you’ve got a buyer. It doesn’t work that way. It’s a process and that process will probably help them maximize value the earlier the start, the more value they can get.

As we said, the book is a blueprint. We start with the end in mind by Stephen Covey. I always start with the GPS exit but we’ve got a lot of good accolades. The book has won a lot of awards and things like that. If you don’t like to read, that’s okay because we have the audible version. If you like my voice, great. If you don’t, guck because it’s not my voice.

I have both because I read the book and then I ended up buying it on Audible at the airport. I ended up listening to it across the country again. It has a lot of great information in there and I’m looking forward to the webinar on the 12th. It’s going to be a lot of fun.

It’s a great opportunity to just gain more information and to fill that you might not be as familiar with because this CPA, this accountant that sat on a call or pretty much every call. He came up with his own EBITDA calculation. His own EBITDA calculation was about $1.2 million. The reason for that is because he was included in all the owners’ salaries and they’re six of them. I said, “How did you come up with this?” He goes, “We’re going to have back all their salaries.” I said, “Will the business run without them?” He said, “I didn’t think about that.”

Apparently, they’re going to leave and it’s just going to sit here and run itself.

He’s a great account but my seller was like, “You’re talking more than her EBITDA. That only got caught on purchases.” I said, “It’s not his fault because most people don’t understand the entire process. There’s a lot that goes into selling a company. A lot of moving parts. When you think he figured it all out, there’s something else. He said on every call, “Now, I know how to calculate EBITDA,” because we didn’t add those hours back. We added back partial on one of those owners.

We’ll get into that and we’ll talk about all the reasons why we do what we do and how we come up with our evaluations. Again, it’s all synergistic-based. It’s based upon golden nuggets. It’s based upon that hidden value or that hidden treasure that companies have. Accounting practices have a lot of hidden treasure. I’ve got some accounting firms look at them and go, “You innovated. You turned your company upside down.”

Michelle, thank you. I’m going to put a link to your LinkedIn profile. I’m also going to go ahead and put a link to the webinar so everyone can register. It’s free on December 12th. Michelle, thank you for taking the time. I appreciate it.

Thank you. Can I give them one more piece of information?

Absolutely.

If we can add one more thing, go listen to the Exit Rich Show.

You have a show. I forgot about it.

We used interview lawyers, accountants, and logging companies. We used to interview all of those specialty companies that all business owners need. Now, we’re interviewing Shark Tank guest. I’m looking forward to the webinar. Thank you so much, Eric. You’ve been a pleasure to work with. I’m excited to meet your fan base, your clients, and your friends.

Everyone, thanks for reading.

 

Important Links

• Michelle Seiler Tucker on LinkedIn
• Michelle Seiler Tucker on Facebook
• Michelle Seiler Tucker on Instagram
• Seiler Tucker Incorporated
• Exit Rich
• Success Tax Podcast
• Automate, Elevate & Get Paid: Building A Profitable Practice With Ignition With Dawn Brolin – Previous Episode
• Michelle@SeilerTucker.com
• Alan@SeilerTucker.com
• Rich Dad Poor Dad
• Exit Rich Podcast

 

About Michelle Seiler Tucker

Michelle Seiler Tucker is the Founder and CEO of Seiler Tucker Incorporated. She holds the M&AMI (Mergers & Acquisitions Master Intermediary) title, as well as Certified Mergers and Acquisitions Professional (CM&AP) and Certified Senior Business Analyst (CSBA). Michelle also owns many other businesses in several different industries. As a 22-year veteran in the M&A industry, she is regarded as the leading authority on buying, selling, fixing, and growing businesses. She and her firm have sold over hundreds of businesses in almost every vertical and have a remarkable track record of success.

In addition to being featured in Forbes, Entrepreneur Magazine, USA Magazine, Inc. Magazine, and contributes to Inc. as a monthly columnist, Michelle is an international keynote speaker and has made radio and TV appearances on several media stations including Fox Business News and CNBC. She has spoken alongside many prominent speakers: Eric Trump, Arnold Schwarzenegger, Kathy Ireland, Donna Karen, Less Brown, Stedman Graham, Randi Zuckerberg, Steve Wozniak, and more. She is the Best-Selling Author of the book “Sell Your Business for More Than It’s Worth”, “Think & Grow Rich Today!”, and her latest book called “Exit Rich ™,” a Wall Street Journal and USA Today best seller. Also, be sure to check out Michelle’s groundbreaking Exit Rich podcast! For more information please visit seilertucker.com