163 - Exit Isn’t About Selling. It’s About Control
Learn why exit isn’t about selling, it’s about control. Discover how to build an exit-ready business through leadership, systems, margins, and optionality. Stop waiting for the right time, create it.
Exit Isn’t About Selling. It’s About Control
Most founders start thinking about an exit when they’re ready to walk away, and by then, it’s often too late. The truth is, exit readiness isn’t about selling your company. It’s about creating a business that can thrive without you, giving you control and freedom over your future.
In this episode of Future-Proof in 5, we break down why 70% of founders exit too late or never exit at all. You’ll learn the five core levers that determine your exit readiness from leadership and systems to margins and moat. We’ll examine two founder stories: one who failed to sell because the business was overly dependent on them, and another who achieved an 8.5x revenue multiple by building a self-sustaining company.
The key takeaway?
An exit-ready business isn't one that’s for sale; it’s one that’s built on independence, not dependence. The more your company can operate, grow, and win without you, the more valuable and investable it becomes.
If you want to build optionality, freedom, and long-term control, this episode is where to start.
Highlights:
00:00 Introduction: Why Founders Only Think About Exit When Burned Out
00:22 Realization: Exit Readiness Is Built Over Time
00:56 Framework: The Five Levers of Exit Readiness
03:58 Case Studies: When Exits Go Wrong and When They Go Right
06:47 Takeaway: The Real Value of Exit Readiness
Links:
Website: https://www.marcogrueter.com/
LinkedIn: https://www.linkedin.com/in/marcogrueter/
Transcript:
Question: Why do you think founders only start thinking about exit when they're already burned out?
Answer: A lot of founders think about exit when they're burned out because they never take the time to sit down and realize what's actually needed to exit the business. You just build your business and run daily activities all the time. Many think it’s easy “When I want to sell, I just sell it.” But that’s a very wrong mindset.
Preparing a company for exit is a long-term exercise. You need to build your company to be ready to exit from day one. Having an exit-ready company gives you optionality—to sell or not to sell. Just trimming your company toward an exit doesn’t give you the value.
I’ve seen founders with great companies, but if they need to sell in a rush because of burnout, they don’t have time to trim the company and get the full value they should.
Question: When did you realize exit isn’t something you do once it’s something you build toward?
Answer: I realized that when I was selling my second company. I had to sell it in a rush and realized it was the wrong time to fix all the things that weren’t perfect. Those issues decreased the valuation tremendously. Then I realized it’s not something you do at the last step it’s something you build all the time.
Question: What do you think are the five levers of exit readiness?
Answer: The five most important levers are:
Team readiness: You need a capable team with the right people in place who know what to do. Have a structured senior management level installed.
Succession: Who replaces you if you step out? Without leadership succession, you can’t exit properly.Systems: Have systems that make the company operate efficiently without you. Buyers value a business that runs smoothly on systems.
Moat: Be clear on your unique value your IP, tools, or strategies and be able to articulate it to clients and investors.
Financials: Know your numbers. Have dashboards showing revenue, EBIT, and other key metrics. If you don’t, buyers won’t trust the data and won’t buy.
Question: Can you share two founder storiesone where the exit went wrong and one where it went right?
Answer: I’ve seen many. My own rushed sale years ago went wrong. More recently, a founder named Sarah wanted to sell quickly. During due diligence, buyers discovered that 60% of her clients came directly from her personal relationships. That was a no-go, because everything was in her head and undocumented.
She could only sell if she agreed to a much lower valuation and an earnout staying two to three more years to transition everything. That’s not really an exit.
But I’ve also seen great examples. One software company had everything documented systems, processes, scalability. Buyers loved it because they saw that new clients could be absorbed easily, even without the founder. They also clearly saw how every euro invested turned into more business. That made the company highly attractive in the exit discussions.
Most founders miss that exit readiness is not built overnight. You start with your business model and keep exit in mind from the start. Having an exit-ready business means it’s more valuable, scalable, and gives you options.
When your company is exit-ready, you can focus on where you add the most value instead of being stuck in day-to-day operations. That’s the biggest misconception and also the biggest opportunity if you start early.
Question: What’s the real value of exit readiness?
Answer: The real value, even if you don’t sell, is freedom. It gives you options, reduces stress, and improves your team’s life because they know what to do and can take responsibility. It changes your company and your life.
The best thing you can do is create an exit-ready business.