Put The Power of XPX Membership to Work For You - and Your Clients

The Exit Planning Exchange –  XPX New Jersey Chapter is a community of trusted advisors that collaborate to help their private company clients build business value, transfer ownership and create a legacy of success in their lives and their communities.

XPX Chapters

Welcome to XPX New Jersey

We launched in early 2017 and look forward to creating a vibrant community of advisors to privately-held businesses in northern New Jersey area. We are part of a Tri-State region with our Chapters in New York and Connecticut. Tri-State memberships are available now that entitle you to attend the events in these two geographies.

Want to Get Involved?

Our Chapter will need volunteers to help us with events, membership and sponsorship. If you’re interested in getting involved, please contact us.

Power of Five

One of our Chapter’s most popular offerings is our Power of 5 Networking Program. This members-only benefit brings together small groups of advisors from different disciplines and provides a series of structured meetings so you can get to know each other on a much deeper level than you can at your average networking meeting.

Interested in Joining XPX New Jersey?

If you are an advisor to owners and managers of companies in the lower middle market, XPX can be a powerful learning network for you! Our members represent twelve different professions but share core principles of collaboration, putting the client first, thinking long term, considering the human angle and continuous learning. Learn more about our membership benefits and options 

Advisor Professions






Insurance Providers


M&A Intermediaries



Virtual managers

Wealth Planners

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The Latest News – XPX New Jersey

Latest – XPX New Jersey

Business owners are increasingly considering their timelines and options for a business transition. Consistent with prior years, that transition event is frequently a sale due to supply and demand factors. The majority of businesses are owned by baby boomers who are rapidly approaching the age of retirement. A financial crisis and pandemic in the last 15 years have taken their toll. On the demand side, record levels of cash on corporate balance sheets and the unprecedented amount of debt and equity capital needing to be invested have resulted in an attractive environment for many businesses in which to evaluate their alternatives. If you’re thinking of selling your business—either now or in the future—be prepared to show buyers the synergistic fit with your company. Make it clear that there is more to offer than the expense reductions achieved by running two businesses as one. It will further help you to make your case by understanding how the current environment is dramatically changing market conditions—forcing many buyers to search for ways to improve the sustainability of their business models and overcome new disruptions, whether in the form of new technology, competition or other forces. Carefully position your sale with these factors in mind—or risk leaving value on the deal table.   The synergies challenge   Often, if M&A synergies are negotiated, the focus is on cost synergies: how the sale will save money/reduce operating expenses for the new entity. The value of revenue synergies usually doesn’t get structured into the deal price. Here’s why: Cost synergies, such as reducing headcount or eliminating duplicate facilities, are easier to anticipate and quantify. Such actions are also within management’s control, so there’s a greater probability of achieving results, and in a shorter timeframe after the deal closes. This is especially true when the buyer is publicly traded and must justify the value of a merger or acquisition to shareholders. To calculate future financial performance (i.e., the run rate), companies typically project the value of expense-saving synergies and give less attention to those that build sales or enhance market position. Revenue synergies are more difficult to quantify, in part because success is heavily dependent on others: the buyer (i.e., post-merger integration success) and various third parties (customers, resellers, competitors). Also, the value of revenue synergies, such as entering new markets, enhancing technological capabilities and adding complementary product sets, typically takes longer to realize. And the longer it takes and the more challenging to achieve, the less likely the seller will receive a share of the potential value. Timeline of operating synergies

We can’t wait for you to experience the cleaner, brighter and more user-friendly feel of our new platform! The site is designed to give you and your company greater visibility. Here are three things you should know: Emails from XPX will now come from my.exitplanningexchange.com—please adjust your email settings!Your new profile can have a higher resolution photo and logo—please log in (upper right) to add those now!We’ll be hosting drop-by visibility trainings in September—be on the lookout for an announcement with exact dates! Have issues or questions? Please email me at cheryl@exitplanningexchange.com

Program produced by Sean Denham is the National Special Purpose Acquisition Company (SPAC) Leader, as well as, the Global and US Services Industry Leader. Locally, Sean is the Office Managing Partner (OMP) for Grant Thornton’s Philadelphia office. As OMP, Sean has the privilege of leading an exceptional team of high-performing individuals in the Philadelphia region who provide top tier accounting, advisory and tax services for our clients. As an audit partner of the firm, Sean serves some of Grant Thornton’s most prominent clients including public and private companies in the professional services industries. Sean is a Certified Public Accountant and earned a Bachelor of Science Degree in Accounting from Lehigh University.


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Our Members

The DAK Group
Managing Director
Capital Group
SVP, Private Wealth Advisor
The Founders Group
Senior Partner
Glenmede Trust Company
Director of Strategic Initiatives

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