The key-person discount


Buyers have a price for the business owner's curse. They take it off the offer, when they'll buy at all.

The numbers are stark. In its 2023 survey of 1,162 US business owners, the Exit Planning Institute found 75% would like to exit within ten years, and it reckons the business is typically 80% or more of the owner's net worth. That's most of a family's future riding on one sale. And the question a buyer is really asking is whether the business is the owner. Take them out and the machine stops, and buyers know it. The trade calls the markdown a key-person discount, and the more a business leans on one person, the bigger it gets.

Here's the part worth sitting with. The work that removes the discount is exactly the work that makes the business calmer and more profitable today. Decisions with named homes. Ways of working written down. A leadership team that functions. Numbers anyone can read. None of it is exit planning. The exit is just the day the design gets tested, and most owners find out the result at precisely the wrong moment.

So build a business you could sell, even if you'd never sell it. Could-be-sold is the most honest definition of healthy a business has, and it hands you the one thing the curse takes away: options. Sell, step back, take the summer, start the second thing, or keep going by choice instead of by sentence.

The question to reply with: would yours sell without you in it? Answer honestly. The answer is the to-do list.

David
David Schofield · Purpose In Action

Purpose In Action Coaching & Consulting

Here, I explore history, mythology, and the deeper forces shaping our world — and how men and families can prepare for, and adapt to, these times of great change.

Read more from Purpose In Action Coaching & Consulting

Who in your business can spend £500 without asking you? If the answer is nobody, you don't have a team. You have an audience. I ask owners this because the answer maps the whole business in one number. It tells me how decisions travel, how much initiative is legal, and how many times a day the queue forms at one desk. The usual defence is trust. It's not that I don't trust them, it's just easier to run it past me. But watch what the ambiguity actually does. The diligent ones miss things that...

The most expensive meeting in your business is the one that ends in agreement to keep talking. You know the shape. It opens with the owner thinking aloud. So I've been mulling a few things over this week. Forty minutes later there's been discussion, nodding, a warm sense of progress, and nothing decided. The same issues will be back next week, wearing slightly different clothes, and the week after that. Then one day something shifts. Somebody stops the owner mid-flow and says, what are we...

When a business starts eating its owner, the owner responds in one of two ways. The first type maps. Spreadsheets ten years deep, projections for every scenario, more analysis than any decision could need. It feels like control. It's a comfort blanket made of numbers. The second type starts things. New service line, new marketing push, new software, go, go, go, with nothing tying it together. It feels like momentum. It's motion standing in for progress. I've been both, sometimes in the same...