How To Sell Your Business

How To Sell Your Business

Achieving Success through Teamwork and Leadership

We are their world's leading specialist in Business Sales and will continue to lead their way with innovative and creative systems to enable every entrepreneurial minded person to create and build their future, through business.


  1. Schedule an appointment to meet with a First Choice Business Sales Professional.
  2. Gather documents requested by your FCBB Business Broker for your meeting.
  3. During your meeting you will be asked a series of comprehensive questions to help us develop a clearer picture of your business and what approach we will take to obtain buyer interest in YOUR business.
  4. Determine Market Valuation/Price for your business utilizing FCBB's proven valuation methods including discretionary income and expenses.
  5. Listing Agreement authorizing FCBB to represent you in the sale of your business.
  6. Seller pre-approval of Listing Marketing/Advertising and potential terms offered.
  7. FCBB Business Broker to manage Buyer inquiries and Buyer pre-qualification process including buyer signing of NDA (Confidentiality Agreement)
  8. FCBB Business Broker to arrange meeting between Buyer and Seller.
  9. FCBB Business Broker to assist in writing and/or presenting offers and subsequent contract negotiations.
  10. FCBB Business Broker to manage the timeline from offer acceptance to closing (transfer of ownership to the Buyer)

Achieving Success through Teamwork and Leadership

We are the world's leading specialist in Business Sales and will continue to lead the way with innovative and creative systems to enable every entrepreneurial minded person to create and build the future, through business.


  1. Schedule an appointment to meet with a First Choice Business Sales Professional.
  2. Gather documents requested by your FCBB Business Broker for your meeting.
  3. During your meeting you will be asked a series of comprehensive questions to help us develop a clearer picture of your business and what approach we will take to obtain buyer interest in YOUR business.
  4. Determine Market Valuation/Price for your business utilizing FCBB's proven valuation methods including discretionary income and expenses.
  5. Listing Agreement authorizing FCBB to represent you in the sale of your business.
  6. Seller pre-approval of Listing Marketing/Advertising and potential terms offered.
  7. FCBB Business Broker to manage Buyer inquiries and Buyer pre-qualification process including buyer signing of NDA (Confidentiality Agreement)
  8. FCBB Business Broker to arrange meeting between Buyer and Seller.
  9. FCBB Business Broker to assist in writing and/or presenting offers and subsequent contract negotiations.
  10. FCBB Business Broker to manage the timeline from offer acceptance to closing (transfer of ownership to the Buyer)

Sellers Frequently Asked Questions

Why should I use a Business Broker to sell my business?


Business Owners who have sold a business in the past will likely tell you it is long, stressful process. Selling your own business can actually hurt the value of your business as it takes your focus away from the day to day operating of your business at a critical time when you should be increasing or at least maintaining your current business. When a Business Broker assists you in the process it can pay off in more ways than just the price obtained. Business Brokers will help properly value your business, reach out to buyers they already have, reach a larger number of new buyers, allow you to continue running your business rather than taking your focus away, maintain confidentiality and most importantly assist with the closing of your transaction based upon experience and training. The most common mistake potential Sellers make is comparing the selling of their business to selling a house. Unlike realtors, we keep your listing entirely confidential, and work with you each step of the way until we sell your business. 



Why First Choice Business Brokers (FCBB)?


With unsurpassed experience since 1994, offices across the U.S. and some of the most highly trained Business Brokers in the industry First Choice is the "Clear Choice" when it comes to choosing a Business Brokerage to represent you. Our Business Brokers are experts in the field of business valuation, business sales, business marketing and buy/sell negotiations to satisfy both buyers and sellers alike.



How is my business for sale kept confidential?


Unlike the sale of a home or even commercial building businesses do not have a "for sale" sign. Business Sales must be kept confidential; all buyers are required to sign a NDA (Buyer Confidentiality Agreement) prior to detailed information about your business being provided. This helps to prevent employees, suppliers, customers and competitors from finding out that you are selling your business. 



How will my business be advertised?


With First Choice Business Brokers your business will be on the highest rated Websites specifically for your area as well as national and international sites. Other advertising mediums may be employed based on your type of business.



How do I know how much my business is worth?


FCBB's proven methods of valuing and marketing will put your business in the best possible position to sell. First Choice Business Sales Professionals are some of the most highly trained professionals in the industry.



How long will it take to sell my business?


The average properly priced business tends to sell in approximately 90 days however this time frame can vary greatly based on the income of your business (and how easy it is to prove), type of business, the terms offered and the area in which your business is located. Your local First Choice Business Sales Professional will provide you with more information on your local market.



Will Buyers be visiting my business?


After a Buyer has signed an NDA (Buyer Confidentiality), reviewed initial information and expressed a further interest in your business your FCBB Business Sales Professional will schedule a meeting for the Buyer to view your business at a time that is appropriate for your type of business.



How do Buyers write offers to buy my business?


Most Buyers looking at your business will be represented by a Professional Business Broker who will assist them in writing an offer that expresses their price, terms, contingencies (if any) and request for further documentation (if any). The offer will then be presented to you for your approval by your FCBB Business Broker and/or the Buyer's Agent.



Who will handle all the inquiry calls on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with incoming inquires (often tire kickers) and help determine which of those Buyers might be ready to move to the next level.



Who will handle the negotiations on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with negotiations on the sale of your business. Your FCBB Business Broker will help navigate you through the entire process; we'll be with you every step of the way.



How long will I have to train the person who buys my business?


This is a negotiable point but we have found that most Buyers will ask for 30 days. Some types of businesses only require a week or two of training while other more complicated businesses may require a longer familiarization period. If a longer period is required we often find that Sellers will negotiate a consulting fee for extended training periods. 



After I sell my business can I open another one at some point in the future?


All Buyers will ask that you sign a covenant not to compete within a certain area and/or time period.



Will I need to finance part of the purchase price of the business?


There is no requirement that you "carry paper" on your business however in today's market it is very common that Buyers will ask for some type of Seller Carry Note which in reality opens your business to a larger pool of Buyers.



When should I notify my employees that I am selling the business?


While you may have a close relationship with your employees it has been proven time and time again that the best time to tell your employees is when you introduce them to the new owners. This may be difficult for you emotionally however experience dictates that silence is the best practice. The exception to this rule would be if a "key" employee is part of the negotiation for the Buyer to keep them on after the sale is complete. In this case there may be some advance notice required to this person and this person alone. Your First Choice Business Broker will guide you through the proper timing for this very important part of the business. Timing is everything!



Will my First Choice Business Broker qualify the Buyer by checking their credit?


First Choice does not check the credit of Buyers however through the offer and acceptance process you may request that the Buyer provide you with a copy of their credit report. This is not often asked of the Buyer as the property owner and/or landlord will likely be obtaining a credit report for their review.

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Recent Posts

Is Your Industry Next for a Roll-Up? Here’s How to Tell—and What to Do

By Kim Santos • April 7, 2025
The garage door industry isn’t the most obvious place for a business empire. Yet in just a few years, Guild has emerged as a dominant force, consolidating a fragmented market into a scalable platform worth millions. If you’re a business owner in a fragmented industry, Guild’s story raises two pressing questions: Could my industry be next for a roll-up, and if it is, should I lead the charge or sell to someone else? The roll-up model—acquiring and integrating small businesses in a fragmented market to create economies of scale—isn’t new, but its reach has expanded. From veterinary clinics to plumbing companies, private equity firms are creating billion-dollar platforms from businesses once considered too small to attract institutional capital. Roll-ups are like waves. Catch one early, and you can ride it to a lucrative exit. Private equity firms often pay a premium to consolidate a market, and the scarcity of scaled businesses drives multiples higher. Wait too long, however, and the wave dissipates. You’re left competing with a PE-backed giant with better pricing, marketing budgets, and scale. Timing is everything. How to Know if Your Industry Is Ripe for a Roll-Up When Guild co-founders Jordan Dubin, Joe Delaney, and Sean Slavzic set out to create a roll-up platform, they didn’t stumble into garage doors—they chose it methodically. Their approach offers a roadmap for owners wondering if their market is next. Fragmentation The more small, independent businesses in your market, the easier it is to consolidate. In the garage door industry, 92% of operators were small, local businesses—an ideal setup for Guild. Market Size A fragmented market needs to be large enough to justify consolidation. Guild found a $14 billion residential garage door market with plenty of room to scale. Growth Potential Growing markets attract investors. Garage doors were growing at 7–8% annually, compared to 3–4% for more saturated sectors like HVAC. Precedent Transactions A notable sale in your industry can validate its attractiveness. The sale of A1 Garage Doors to CoreTech at 21 times EBITDA signaled strong demand for scaled players. Scalability Industries with standardized, repeatable processes are easier to integrate and scale. Garage door companies focus on repairs and installations, making them well suited for roll-ups. Timing By the time Guild entered, private equity had already saturated HVAC and plumbing, leaving fewer opportunities. Garage doors offered Guild the chance to be a first mover and capture value early. Should You Sell or Lead the Roll-Up? If your industry meets these criteria, you’re likely at a crossroads. Do you sell to a roll-up or lead one yourself? Both options have merit, but the best choice depends on your goals and appetite for growth. Selling to a Roll-Up Selling offers liquidity and the chance to step back. To maximize your exit: Focus on EBITDA. Build systems. Make your business less dependent on you. Clean up financials. Transparent books boost valuation. “Private equity doesn’t want to buy a job; they want to buy an asset,” says Dubin. Failing to position your business as turnkey could mean leaving money on the table. Leading the Roll-Up If you’re not ready to sell, consider consolidating your industry. By acquiring competitors, you can scale your business, increase its value, and become the dominant player in your market. Dubin and his partners raised $35 million to launch Guild. “There’s too much money in the world and not enough good opportunities,” he says. Starting a roll-up requires capital, operational expertise, and a clear vision, but it lets you control your industry’s future instead of waiting for someone else to define it. The Wave Won’t Wait Markets ripe for roll-ups don’t stay that way forever. Once private equity enters, competition drives valuations higher and makes acquisitions less attractive. Early movers capture the lion’s share of value, whether they’re selling or leading the charge.

Supplier Dependence: The Silent Killer of Business Valuations

By Kim Santos • March 31, 2025
Supplier risk can erode the value of your company. When a potential acquirer examines your business, they look for red flags. A major one: relying too heavily on a single supplier—whether that’s a sole raw material provider or a platform like Amazon that controls your primary sales channel. If that key supplier vanishes or changes terms, your profits might vanish as well. This risk often leads to lower valuations in the eyes of buyers. Why Supplier Risk Hurts Valuation Over-dependence on one supplier—or on a single selling channel—makes you vulnerable. Buyers don’t like gambling on a business that hinges on factors outside the owner’s control. If an online marketplace tweaks its algorithm or suspends your account, your revenue may plummet. Acquirers see this fragility and adjust their offer downward. Adi Gullia’s Diversification Example Entrepreneur Adi Gullia saw this firsthand. He built his beauty brand, Grace & Stella, on Amazon’s platform. At first, it looked like a goldmine—his foot-peeling mask soared to $100,000 in monthly sales within nine months. Yet Adi recognized the risk. He knew Amazon could change rules or restrict listings at any moment, putting his entire business at risk. Instead of waiting for that to happen, Adi expanded. He forged relationships with subscription box partners to reach new customers outside Amazon’s control. Next he launched his own ecommerce site, selling directly to consumers. Adi also ventured into retail, signing a major deal with Target. These partnerships allowed him to diversify his revenue streams and build a more resilient business. Retailers like Target appreciated Grace & Stella’s success on Amazon, which served as proof of demand. By reducing his dependence on any single channel, Adi created a business that acquirers found far more appealing. The Impact on Valuation When it came time to sell, Adi’s diversification efforts paid off. His company fetched a valuation of 5.8 times EBITDA—a significant premium over what a typical Amazon reseller might expect. Most Amazon-only brands are valued at three to four times EBITDA, reflecting the higher risks tied to their reliance on the platform. Buyers of Amazon-centric businesses worry about potential account suspensions, de-listings, or increased competition driving down margins. Adi’s diversified revenue streams mitigated these risks, making his business more stable and attractive to acquirers. Practical Steps to Lower Supplier Risk 1 . Add Channels: If you rely on one marketplace, consider starting your own ecommerce store. Test alternative platforms or retail partners. 2. Secure Multiple Suppliers: If raw materials come from one producer, find a backup or two. Even if your costs rise slightly, you’re buying peace of mind. 3. Build Direct Relationships: Capture customer data through your own site. Invest in ways to reach buyers directly—email, social media, subscriptions—so no single platform can cut you off from your audience. Conclusion Supplier risk is a value killer. Buyers pay less for a company balanced on a single weak pillar. Don’t let one supplier or one platform control your future. Take a page from Adi Gullia’s playbook. By branching out to retail with Target, leveraging subscription boxes, and launching an ecommerce site, he reduced his supplier risk. These moves not only stabilized his business but also helped him command a premium valuation. At 5.8 times EBITDA, Adi’s sale was far above the norm for Amazon resellers—proof that diversification strengthens both your business and its ultimate value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

Is Your Industry Next for a Roll-Up? Here’s How to Tell—and What to Do

By Kim Santos • April 7, 2025
The garage door industry isn’t the most obvious place for a business empire. Yet in just a few years, Guild has emerged as a dominant force, consolidating a fragmented market into a scalable platform worth millions. If you’re a business owner in a fragmented industry, Guild’s story raises two pressing questions: Could my industry be next for a roll-up, and if it is, should I lead the charge or sell to someone else? The roll-up model—acquiring and integrating small businesses in a fragmented market to create economies of scale—isn’t new, but its reach has expanded. From veterinary clinics to plumbing companies, private equity firms are creating billion-dollar platforms from businesses once considered too small to attract institutional capital. Roll-ups are like waves. Catch one early, and you can ride it to a lucrative exit. Private equity firms often pay a premium to consolidate a market, and the scarcity of scaled businesses drives multiples higher. Wait too long, however, and the wave dissipates. You’re left competing with a PE-backed giant with better pricing, marketing budgets, and scale. Timing is everything. How to Know if Your Industry Is Ripe for a Roll-Up When Guild co-founders Jordan Dubin, Joe Delaney, and Sean Slavzic set out to create a roll-up platform, they didn’t stumble into garage doors—they chose it methodically. Their approach offers a roadmap for owners wondering if their market is next. Fragmentation The more small, independent businesses in your market, the easier it is to consolidate. In the garage door industry, 92% of operators were small, local businesses—an ideal setup for Guild. Market Size A fragmented market needs to be large enough to justify consolidation. Guild found a $14 billion residential garage door market with plenty of room to scale. Growth Potential Growing markets attract investors. Garage doors were growing at 7–8% annually, compared to 3–4% for more saturated sectors like HVAC. Precedent Transactions A notable sale in your industry can validate its attractiveness. The sale of A1 Garage Doors to CoreTech at 21 times EBITDA signaled strong demand for scaled players. Scalability Industries with standardized, repeatable processes are easier to integrate and scale. Garage door companies focus on repairs and installations, making them well suited for roll-ups. Timing By the time Guild entered, private equity had already saturated HVAC and plumbing, leaving fewer opportunities. Garage doors offered Guild the chance to be a first mover and capture value early. Should You Sell or Lead the Roll-Up? If your industry meets these criteria, you’re likely at a crossroads. Do you sell to a roll-up or lead one yourself? Both options have merit, but the best choice depends on your goals and appetite for growth. Selling to a Roll-Up Selling offers liquidity and the chance to step back. To maximize your exit: Focus on EBITDA. Build systems. Make your business less dependent on you. Clean up financials. Transparent books boost valuation. “Private equity doesn’t want to buy a job; they want to buy an asset,” says Dubin. Failing to position your business as turnkey could mean leaving money on the table. Leading the Roll-Up If you’re not ready to sell, consider consolidating your industry. By acquiring competitors, you can scale your business, increase its value, and become the dominant player in your market. Dubin and his partners raised $35 million to launch Guild. “There’s too much money in the world and not enough good opportunities,” he says. Starting a roll-up requires capital, operational expertise, and a clear vision, but it lets you control your industry’s future instead of waiting for someone else to define it. The Wave Won’t Wait Markets ripe for roll-ups don’t stay that way forever. Once private equity enters, competition drives valuations higher and makes acquisitions less attractive. Early movers capture the lion’s share of value, whether they’re selling or leading the charge.

Supplier Dependence: The Silent Killer of Business Valuations

By Kim Santos • March 31, 2025
Supplier risk can erode the value of your company. When a potential acquirer examines your business, they look for red flags. A major one: relying too heavily on a single supplier—whether that’s a sole raw material provider or a platform like Amazon that controls your primary sales channel. If that key supplier vanishes or changes terms, your profits might vanish as well. This risk often leads to lower valuations in the eyes of buyers. Why Supplier Risk Hurts Valuation Over-dependence on one supplier—or on a single selling channel—makes you vulnerable. Buyers don’t like gambling on a business that hinges on factors outside the owner’s control. If an online marketplace tweaks its algorithm or suspends your account, your revenue may plummet. Acquirers see this fragility and adjust their offer downward. Adi Gullia’s Diversification Example Entrepreneur Adi Gullia saw this firsthand. He built his beauty brand, Grace & Stella, on Amazon’s platform. At first, it looked like a goldmine—his foot-peeling mask soared to $100,000 in monthly sales within nine months. Yet Adi recognized the risk. He knew Amazon could change rules or restrict listings at any moment, putting his entire business at risk. Instead of waiting for that to happen, Adi expanded. He forged relationships with subscription box partners to reach new customers outside Amazon’s control. Next he launched his own ecommerce site, selling directly to consumers. Adi also ventured into retail, signing a major deal with Target. These partnerships allowed him to diversify his revenue streams and build a more resilient business. Retailers like Target appreciated Grace & Stella’s success on Amazon, which served as proof of demand. By reducing his dependence on any single channel, Adi created a business that acquirers found far more appealing. The Impact on Valuation When it came time to sell, Adi’s diversification efforts paid off. His company fetched a valuation of 5.8 times EBITDA—a significant premium over what a typical Amazon reseller might expect. Most Amazon-only brands are valued at three to four times EBITDA, reflecting the higher risks tied to their reliance on the platform. Buyers of Amazon-centric businesses worry about potential account suspensions, de-listings, or increased competition driving down margins. Adi’s diversified revenue streams mitigated these risks, making his business more stable and attractive to acquirers. Practical Steps to Lower Supplier Risk 1 . Add Channels: If you rely on one marketplace, consider starting your own ecommerce store. Test alternative platforms or retail partners. 2. Secure Multiple Suppliers: If raw materials come from one producer, find a backup or two. Even if your costs rise slightly, you’re buying peace of mind. 3. Build Direct Relationships: Capture customer data through your own site. Invest in ways to reach buyers directly—email, social media, subscriptions—so no single platform can cut you off from your audience. Conclusion Supplier risk is a value killer. Buyers pay less for a company balanced on a single weak pillar. Don’t let one supplier or one platform control your future. Take a page from Adi Gullia’s playbook. By branching out to retail with Target, leveraging subscription boxes, and launching an ecommerce site, he reduced his supplier risk. These moves not only stabilized his business but also helped him command a premium valuation. At 5.8 times EBITDA, Adi’s sale was far above the norm for Amazon resellers—proof that diversification strengthens both your business and its ultimate value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

Is Your Industry Next for a Roll-Up? Here’s How to Tell—and What to Do

By Kim Santos • April 7, 2025
The garage door industry isn’t the most obvious place for a business empire. Yet in just a few years, Guild has emerged as a dominant force, consolidating a fragmented market into a scalable platform worth millions. If you’re a business owner in a fragmented industry, Guild’s story raises two pressing questions: Could my industry be next for a roll-up, and if it is, should I lead the charge or sell to someone else? The roll-up model—acquiring and integrating small businesses in a fragmented market to create economies of scale—isn’t new, but its reach has expanded. From veterinary clinics to plumbing companies, private equity firms are creating billion-dollar platforms from businesses once considered too small to attract institutional capital. Roll-ups are like waves. Catch one early, and you can ride it to a lucrative exit. Private equity firms often pay a premium to consolidate a market, and the scarcity of scaled businesses drives multiples higher. Wait too long, however, and the wave dissipates. You’re left competing with a PE-backed giant with better pricing, marketing budgets, and scale. Timing is everything. How to Know if Your Industry Is Ripe for a Roll-Up When Guild co-founders Jordan Dubin, Joe Delaney, and Sean Slavzic set out to create a roll-up platform, they didn’t stumble into garage doors—they chose it methodically. Their approach offers a roadmap for owners wondering if their market is next. Fragmentation The more small, independent businesses in your market, the easier it is to consolidate. In the garage door industry, 92% of operators were small, local businesses—an ideal setup for Guild. Market Size A fragmented market needs to be large enough to justify consolidation. Guild found a $14 billion residential garage door market with plenty of room to scale. Growth Potential Growing markets attract investors. Garage doors were growing at 7–8% annually, compared to 3–4% for more saturated sectors like HVAC. Precedent Transactions A notable sale in your industry can validate its attractiveness. The sale of A1 Garage Doors to CoreTech at 21 times EBITDA signaled strong demand for scaled players. Scalability Industries with standardized, repeatable processes are easier to integrate and scale. Garage door companies focus on repairs and installations, making them well suited for roll-ups. Timing By the time Guild entered, private equity had already saturated HVAC and plumbing, leaving fewer opportunities. Garage doors offered Guild the chance to be a first mover and capture value early. Should You Sell or Lead the Roll-Up? If your industry meets these criteria, you’re likely at a crossroads. Do you sell to a roll-up or lead one yourself? Both options have merit, but the best choice depends on your goals and appetite for growth. Selling to a Roll-Up Selling offers liquidity and the chance to step back. To maximize your exit: Focus on EBITDA. Build systems. Make your business less dependent on you. Clean up financials. Transparent books boost valuation. “Private equity doesn’t want to buy a job; they want to buy an asset,” says Dubin. Failing to position your business as turnkey could mean leaving money on the table. Leading the Roll-Up If you’re not ready to sell, consider consolidating your industry. By acquiring competitors, you can scale your business, increase its value, and become the dominant player in your market. Dubin and his partners raised $35 million to launch Guild. “There’s too much money in the world and not enough good opportunities,” he says. Starting a roll-up requires capital, operational expertise, and a clear vision, but it lets you control your industry’s future instead of waiting for someone else to define it. The Wave Won’t Wait Markets ripe for roll-ups don’t stay that way forever. Once private equity enters, competition drives valuations higher and makes acquisitions less attractive. Early movers capture the lion’s share of value, whether they’re selling or leading the charge.

Supplier Dependence: The Silent Killer of Business Valuations

By Kim Santos • March 31, 2025
Supplier risk can erode the value of your company. When a potential acquirer examines your business, they look for red flags. A major one: relying too heavily on a single supplier—whether that’s a sole raw material provider or a platform like Amazon that controls your primary sales channel. If that key supplier vanishes or changes terms, your profits might vanish as well. This risk often leads to lower valuations in the eyes of buyers. Why Supplier Risk Hurts Valuation Over-dependence on one supplier—or on a single selling channel—makes you vulnerable. Buyers don’t like gambling on a business that hinges on factors outside the owner’s control. If an online marketplace tweaks its algorithm or suspends your account, your revenue may plummet. Acquirers see this fragility and adjust their offer downward. Adi Gullia’s Diversification Example Entrepreneur Adi Gullia saw this firsthand. He built his beauty brand, Grace & Stella, on Amazon’s platform. At first, it looked like a goldmine—his foot-peeling mask soared to $100,000 in monthly sales within nine months. Yet Adi recognized the risk. He knew Amazon could change rules or restrict listings at any moment, putting his entire business at risk. Instead of waiting for that to happen, Adi expanded. He forged relationships with subscription box partners to reach new customers outside Amazon’s control. Next he launched his own ecommerce site, selling directly to consumers. Adi also ventured into retail, signing a major deal with Target. These partnerships allowed him to diversify his revenue streams and build a more resilient business. Retailers like Target appreciated Grace & Stella’s success on Amazon, which served as proof of demand. By reducing his dependence on any single channel, Adi created a business that acquirers found far more appealing. The Impact on Valuation When it came time to sell, Adi’s diversification efforts paid off. His company fetched a valuation of 5.8 times EBITDA—a significant premium over what a typical Amazon reseller might expect. Most Amazon-only brands are valued at three to four times EBITDA, reflecting the higher risks tied to their reliance on the platform. Buyers of Amazon-centric businesses worry about potential account suspensions, de-listings, or increased competition driving down margins. Adi’s diversified revenue streams mitigated these risks, making his business more stable and attractive to acquirers. Practical Steps to Lower Supplier Risk 1 . Add Channels: If you rely on one marketplace, consider starting your own ecommerce store. Test alternative platforms or retail partners. 2. Secure Multiple Suppliers: If raw materials come from one producer, find a backup or two. Even if your costs rise slightly, you’re buying peace of mind. 3. Build Direct Relationships: Capture customer data through your own site. Invest in ways to reach buyers directly—email, social media, subscriptions—so no single platform can cut you off from your audience. Conclusion Supplier risk is a value killer. Buyers pay less for a company balanced on a single weak pillar. Don’t let one supplier or one platform control your future. Take a page from Adi Gullia’s playbook. By branching out to retail with Target, leveraging subscription boxes, and launching an ecommerce site, he reduced his supplier risk. These moves not only stabilized his business but also helped him command a premium valuation. At 5.8 times EBITDA, Adi’s sale was far above the norm for Amazon resellers—proof that diversification strengthens both your business and its ultimate value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.

Sellers Frequently Asked Questions

Why should I use a Business Broker to sell my business?


Business Owners who have sold a business in the past will likely tell you it is long, stressful process. Selling your own business can actually hurt the value of your business as it takes your focus away from the day to day operating of your business at a critical time when you should be increasing or at least maintaining your current business. When a Business Broker assists you in the process it can pay off in more ways than just the price obtained. Business Brokers will help properly value your business, reach out to buyers they already have, reach a larger number of new buyers, allow you to continue running your business rather than taking the your focus away, maintain confidentiality and most importantly assist with the closing of your transaction based upon experience and training. The most common mistake potential Sellers make is comparing the selling of their business to selling a house. Unlike realtors, we keep your listing entirely confidential, and work with you each step of the way until we sell your business. 



Why First Choice Business Brokers (FCBB)?


With unsurpassed experience since 1994, offices across the U.S. and some of the most highly trained Business Brokers in the industry First Choice is the "Clear Choice" when it comes to choosing a Business Brokerage to represent you. Our Business Brokers are experts in the field of business evaluation, business sales, business marketing and buy/sell negotiations to satisfy both buyers and sellers alike.



How is my business for sale kept confidential?


Unlike the sale of a home or even commercial building businesses do not have a "for sale" sign. Business Sales must be kept confidential; all buyers are required to sign a NDA (Buyer Confidentiality Agreement) prior to detailed information about your business being provided. This helps to prevent employees, suppliers, customers and competitors from finding out that you are selling your business. 



How will my business be advertised?


With First Choice Business Brokers your business will be on the highest rated Websites specifically for your area as well as national and international sites. Other advertising mediums may be employed based on your type of business.



How do I know how much my business is worth?


FCBB's proven methods of valuing and marketing will put your business in the best possible position to sell. First Choice Business Sales Professionals are some of the most highly trained professionals in the industry.



How long will it take to sell my business?


The average properly priced business tends to sell in approximately 90 days however this time frame can vary greatly based on the income of your business (and how easy it is to prove), type of business, the terms offered and the area in which your business is located. Your local First Choice Business Sales Professional will provide you with more information on your local market.



Will Buyers be visiting my business?


After a Buyer has signed an NDA (Buyer Confidentiality), reviewed initial information and expressed a further interest in your business your FCBB Business Sales Professional will schedule a meeting for the Buyer to view your business at a time that is appropriate for your type of business.



How do Buyers write offers to buy my business?


Most Buyers looking at your business will be represented by a Professional Business Broker who will assist them in writing an offer that expresses their price, terms, contingencies (if any) and request for further documentation (if any). The offer will then be presented to you for your approval by your FCBB Business Broker and/or the Buyer's Agent.



Who will handle all the inquiry calls on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with incoming inquires (often tire kickers) and help determine which of those Buyers might be ready to move to the next level.



Who will handle the negotiations on the sale of my business?


Your First Choice Business Sales Professional is trained to deal with negotiations on the sale of your business. Your FCBB Business Broker will help navigate you through the entire process; we'll be with you every step of the way.



How long will I have to train the person who buys my business?


This is a negotiable point but we have found that most Buyers will ask for 30 days. Some types of businesses only require a week or two of training while other more complicated businesses may require a longer familiarization period. If a longer period is required we often find that Sellers will negotiate a consulting fee for extended training periods. 



After I sell my business can I open another one at some point in the future?


All Buyers will ask that you sign a covenant not to compete within a certain area and/or time period.



Will I need to finance part of the purchase price of the business?


There is no requirement that you "carry paper" on your business however in today's market it is very common that Buyers will ask for some type of Seller Carry Note which in reality opens your business to a larger pool of Buyers.



When should I notify my employees that I am selling the business?


While you may have a close relationship with your employees it has been proven time and time again that the best time to tell your employees is when you introduce them to the new owners. This may be difficult for you emotionally however experience dictates that silence is the best practice. The exception to this rule would be if a "key" employee is part of the negotiation for the Buyer to keep them on after the sale is complete. In this case there may be some advance notice required to this person and this person alone. Your First Choice Business Broker will guide you through the proper timing for this very important part of the business sal- timing is everything!



Will my First Choice Business Broker qualify the Buyer by checking their credit?


First Choice does not check the credit of Buyers however through the offer and acceptance process you may request that the Buyer provide you with a copy of their credit report. This is not often asked of the Buyer as the property owner and/or landlord will likely be obtaining a credit report for their review.

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Recent Posts

Is Your Industry Next for a Roll-Up? Here’s How to Tell—and What to Do

By Kim Santos • April 7, 2025
The garage door industry isn’t the most obvious place for a business empire. Yet in just a few years, Guild has emerged as a dominant force, consolidating a fragmented market into a scalable platform worth millions. If you’re a business owner in a fragmented industry, Guild’s story raises two pressing questions: Could my industry be next for a roll-up, and if it is, should I lead the charge or sell to someone else? The roll-up model—acquiring and integrating small businesses in a fragmented market to create economies of scale—isn’t new, but its reach has expanded. From veterinary clinics to plumbing companies, private equity firms are creating billion-dollar platforms from businesses once considered too small to attract institutional capital. Roll-ups are like waves. Catch one early, and you can ride it to a lucrative exit. Private equity firms often pay a premium to consolidate a market, and the scarcity of scaled businesses drives multiples higher. Wait too long, however, and the wave dissipates. You’re left competing with a PE-backed giant with better pricing, marketing budgets, and scale. Timing is everything. How to Know if Your Industry Is Ripe for a Roll-Up When Guild co-founders Jordan Dubin, Joe Delaney, and Sean Slavzic set out to create a roll-up platform, they didn’t stumble into garage doors—they chose it methodically. Their approach offers a roadmap for owners wondering if their market is next. Fragmentation The more small, independent businesses in your market, the easier it is to consolidate. In the garage door industry, 92% of operators were small, local businesses—an ideal setup for Guild. Market Size A fragmented market needs to be large enough to justify consolidation. Guild found a $14 billion residential garage door market with plenty of room to scale. Growth Potential Growing markets attract investors. Garage doors were growing at 7–8% annually, compared to 3–4% for more saturated sectors like HVAC. Precedent Transactions A notable sale in your industry can validate its attractiveness. The sale of A1 Garage Doors to CoreTech at 21 times EBITDA signaled strong demand for scaled players. Scalability Industries with standardized, repeatable processes are easier to integrate and scale. Garage door companies focus on repairs and installations, making them well suited for roll-ups. Timing By the time Guild entered, private equity had already saturated HVAC and plumbing, leaving fewer opportunities. Garage doors offered Guild the chance to be a first mover and capture value early. Should You Sell or Lead the Roll-Up? If your industry meets these criteria, you’re likely at a crossroads. Do you sell to a roll-up or lead one yourself? Both options have merit, but the best choice depends on your goals and appetite for growth. Selling to a Roll-Up Selling offers liquidity and the chance to step back. To maximize your exit: Focus on EBITDA. Build systems. Make your business less dependent on you. Clean up financials. Transparent books boost valuation. “Private equity doesn’t want to buy a job; they want to buy an asset,” says Dubin. Failing to position your business as turnkey could mean leaving money on the table. Leading the Roll-Up If you’re not ready to sell, consider consolidating your industry. By acquiring competitors, you can scale your business, increase its value, and become the dominant player in your market. Dubin and his partners raised $35 million to launch Guild. “There’s too much money in the world and not enough good opportunities,” he says. Starting a roll-up requires capital, operational expertise, and a clear vision, but it lets you control your industry’s future instead of waiting for someone else to define it. The Wave Won’t Wait Markets ripe for roll-ups don’t stay that way forever. Once private equity enters, competition drives valuations higher and makes acquisitions less attractive. Early movers capture the lion’s share of value, whether they’re selling or leading the charge.

Supplier Dependence: The Silent Killer of Business Valuations

By Kim Santos • March 31, 2025
Supplier risk can erode the value of your company. When a potential acquirer examines your business, they look for red flags. A major one: relying too heavily on a single supplier—whether that’s a sole raw material provider or a platform like Amazon that controls your primary sales channel. If that key supplier vanishes or changes terms, your profits might vanish as well. This risk often leads to lower valuations in the eyes of buyers. Why Supplier Risk Hurts Valuation Over-dependence on one supplier—or on a single selling channel—makes you vulnerable. Buyers don’t like gambling on a business that hinges on factors outside the owner’s control. If an online marketplace tweaks its algorithm or suspends your account, your revenue may plummet. Acquirers see this fragility and adjust their offer downward. Adi Gullia’s Diversification Example Entrepreneur Adi Gullia saw this firsthand. He built his beauty brand, Grace & Stella, on Amazon’s platform. At first, it looked like a goldmine—his foot-peeling mask soared to $100,000 in monthly sales within nine months. Yet Adi recognized the risk. He knew Amazon could change rules or restrict listings at any moment, putting his entire business at risk. Instead of waiting for that to happen, Adi expanded. He forged relationships with subscription box partners to reach new customers outside Amazon’s control. Next he launched his own ecommerce site, selling directly to consumers. Adi also ventured into retail, signing a major deal with Target. These partnerships allowed him to diversify his revenue streams and build a more resilient business. Retailers like Target appreciated Grace & Stella’s success on Amazon, which served as proof of demand. By reducing his dependence on any single channel, Adi created a business that acquirers found far more appealing. The Impact on Valuation When it came time to sell, Adi’s diversification efforts paid off. His company fetched a valuation of 5.8 times EBITDA—a significant premium over what a typical Amazon reseller might expect. Most Amazon-only brands are valued at three to four times EBITDA, reflecting the higher risks tied to their reliance on the platform. Buyers of Amazon-centric businesses worry about potential account suspensions, de-listings, or increased competition driving down margins. Adi’s diversified revenue streams mitigated these risks, making his business more stable and attractive to acquirers. Practical Steps to Lower Supplier Risk 1 . Add Channels: If you rely on one marketplace, consider starting your own ecommerce store. Test alternative platforms or retail partners. 2. Secure Multiple Suppliers: If raw materials come from one producer, find a backup or two. Even if your costs rise slightly, you’re buying peace of mind. 3. Build Direct Relationships: Capture customer data through your own site. Invest in ways to reach buyers directly—email, social media, subscriptions—so no single platform can cut you off from your audience. Conclusion Supplier risk is a value killer. Buyers pay less for a company balanced on a single weak pillar. Don’t let one supplier or one platform control your future. Take a page from Adi Gullia’s playbook. By branching out to retail with Target, leveraging subscription boxes, and launching an ecommerce site, he reduced his supplier risk. These moves not only stabilized his business but also helped him command a premium valuation. At 5.8 times EBITDA, Adi’s sale was far above the norm for Amazon resellers—proof that diversification strengthens both your business and its ultimate value.

The Power of Working on, Not in, Your Business

By Kim Santos • March 24, 2025
Have you ever considered that knowing too much about your company’s product or service could be a disadvantage? Sometimes, not being a technical expert can help you avoid a common trap many founders fall into. Carrie Kelsch, who founded A Plus Garage Doors in 2005, had no experience in garage door repair. Instead of seeing that as a disadvantage, she turned it into an edge by focusing on growth, leadership, and building a high-performing team rather than getting stuck in the technical side of the business. “I didn’t, and I still don’t, know how to fix a garage door,” she says. Instead, Carrie leaned on her team to handle operations so she could dedicate her energy to marketing and growth. This approach reflects the advice in Michael Gerber’s The E-Myth Revisited: to work on your business, not in it. Not Getting Taken Advantage Of You might worry that if you don’t understand the technical side of your business, employees or vendors could take advantage of you by claiming tasks take longer or cost more than they actually do. To address this, consider tying key employees’ compensation to your company’s long-term success. One powerful strategy is implementing phantom equity. This gives employees a stake in the financial upside of your business without transferring actual ownership. It ensures their decisions are aligned with your goals and motivates them to contribute to the growth of your company. Carrie used a similar approach, rewarding loyal team members with phantom shares. This gave her team a sense of ownership and accountability, which helped her retain top talent. With her team handling the delivery of their service and aligned to the company’s success, Carrie was free to focus on growth. A Transformative Exit In 2024 Carrie sold a majority stake of A Plus Garage Doors to Guild Garage Group, a private equity-backed roll-up in the home services space. Guild valued her business at approximately $70 million, recognizing the strong financial foundation and brand she had built. This deal allowed Carrie to take significant capital off the table while keeping a stake in the company’s future growth. It’s proof that you don’t have to master every technical detail to build a business worth millions. Carrie’s journey shows that you don’t need to be a technical expert to succeed. By focusing on growth, empowering your team, and aligning incentives with performance, you can build a valuable asset that attracts buyers or investors. Working on your business—not in it—frees you to focus on the big picture, turning what might seem like a disadvantage into a competitive edge.  Your business is more than the product or service it offers. It’s a system, a brand, and, ultimately, an asset. Sometimes the less you know about how the sausage is made, the better.
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