With so many businesses at ownership or leadership crossroads (and yes, the Silver Tsunami is one driver), I could not be more passionate about helping them transition to their next chapter!

Many have no clear plan for succession or exit, and these companies don't realize that they will almost certainly sacrifice significant dollars, peace of mind, and ultimately, quality of life.

I know companies and owners that have cost themselves tens of millions of dollars, lost key employees, and even suffered financial (and personal) health challenges. All because they refused to seek impartial advice and counsel.

This is difficult to watch, and a life-saving surgery in 2018 made it even more clear that more work needed to be done.

I was given a second chance at life with a heart transplant at Cleveland Clinic!

In 2023, I made the decision after 30+ years leading businesses and a nonprofit by growing revenue, optimizing profitability (or EBITDA), and developing leaders to help companies undergoing any form of transition.

But there are some very important distinctions here...

I am NOT a traditional consultant.

I am an execution-focused operator.

In 2024, an acclaimed heart surgeon used the term "Transitionist" to describe his work and mine--but obviously, for very different reasons. He saves and transitions physical lives through life-saving surgeries, and I transition businesses and owners into their next chapter. In our unique ways, both of us are passionate about positive outcomes!

In 2026, I was nicknamed the "Employee Ownership Trust (EOT) Quarterback" for the role that I played with a manufacturing business in Pennsylvania. We were proud to achieve "Employee-Owned" status, but it was also important for our employees to "think like owners." I loved wearing my "CEO hat" to support the business not only through EOT formation, but also immediately afterwards by motivating key members of the trust to weigh in on key opportunities to improve performance!

In every engagement, my sole focuses are on execution and results, because I've seen million-dollar consulting projects that were all theory and beautiful presentations--with NO execution--destroy proud 100-year-old businesses. And I've also seen much smaller engagements derail businesses because the project leaders believed (or at least pretended) that they had all the answers.

This doesn't have to happen!

An engagement with me (or my extended of vetted professionals) starts with an exploratory 60-minute call (or in-person meeting, depending on your location) to discuss your most significant challenges and questions.

We'll talk openly and confidentially, so that we can determine together what a partnership could look like. I don't seek to provide solutions until we've agreed on the problems and challenges.

Another term that I often use to frame what I do is "Transition Executive (TM)." Transition takes many forms, and it encompasses all of these types of arrangements (and more):

• A Fractional (part-time) or Interim (temporary) CEO to guide your ship with an operator's focus. An executive who gets thing done!

• An unbiased review of your company's "transition-readiness," to include how prepared you are for an exit, succession, growth initiative, or turnaround--whichever is needed.

Outcomes that I've personally driven and can drive for clients can include:

• Exit: selling to the right acquirer, and the one whose visions honors yours.

• Succession: choosing and preparing your next CEO, President, or General Manager to make decisions, defend them, adjust as needed, and lead the business. This sounds easy, but your need needs to be prepared--and not simply appointed!

• Employee Ownership: including Employee Stock Ownership Programs (ESOPs), Employee Ownership Trusts (EOTs), and many more options that provide key or all employees with an opportunity to become owners.

My work is all about helping business owners avoid making costly mistakes and if you only consider exit and succession scenarios, I most often encounter businesses that are:

1. stuck with low growth or declining sales, often due to their inability (or sometimes, their unwillingness) to address significant internal/external challenges;

2. leaving tens of millions of dollars on the table when being acquired;

3. closing their doors because they either ignored or were unaware of the need for execution-focused succession planning;

4. choosing the wrong exit model for your business and your goals, because there is no "one size fits all;"

5. transitioning with unprepared leaders and teams who were either poorly selected, or not given the tools they needed to succeed in roles with significantly more accountability; and

6. hiring future leaders with zero integrity (because on paper, these people often look good).

This is the "short" version of my story, and it boils down to helping companies and owners create their best life possible as they prepare for their "next chapter."

I welcome your comments and questions, so feel free to reach out on LinkedIn or via email (Jeff@TransitionYourBusiness.com) and think about:

- What's working for you?

- What's not working for you?

- What challenges are you facing?

- What keeps you up at night?

To your successful "transition!"

Jeff