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As business owners increasingly embrace artificial intelligence to improve efficiency and accelerate growth, an important question often goes unasked: What happens when the business
One of the strangest things about preparing a founder to exit is that we spend years trying to make them less necessary. We celebrate
A few years ago, I asked a founder who had sold his company for $2 billion a question I assumed he would have already
I was sitting with a founder whose financial advisers had already answered one of the questions exit planning is supposed to answer. He had
Are you or your clients putting off personal future planning? You’re busy, there are goals to be met, succession plans to complete, a final
One of the more revealing founder transitions we have worked through at Exit to Excellence began before the transaction ever happened. The founder had
Many business owners assume they can begin serious exit planning two or three years before leaving their business. In practice, however, the most successful
AUTHOR REPRINT How Documenting Business Context Changes the Quality of AI Decisions By Dianne D. Campbell, July 29, 2026 Originally published as a two-part
The first buyer of Mariana and Ivan Polić’s aerospace manufacturing company saw something the founders couldn’t yet see. The business was impressive. It operated
Founder dependence rarely announces itself as a problem. More often, it arrives dressed as success. A customer insists on speaking with the founder because
Most business owners and leadership teams agree they want growth. Far fewer agree on the management processes, priorities, and challenges that are actually shaping
The first serious buyer of Mariana and Ivan Polić’s aerospace manufacturing company did not question whether the business had procedures. The company operated in
Family businesses are built on legacy, relationships, and long-standing values. These qualities are often the reason they succeed across generations. But as organizations grow
When a business is getting off the ground, managing HR internally often feels like the right decision. Business owners wear multiple hats, office managers
For years, I thought I was studying business exits. I was studying transactions, valuations, succession decisions, founder dependence, and what happened after ownership changed
For years, I believed I was studying transactions. Looking back, I wasn’t. I was studying what happened after them. Over the past five years,
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