Most business owners do not decide  to procrastinate on exit planning. They simply stay busy. There is always another fire to put out, another customer to win, another year that “should be better than the last.” The business is profitable. Cash flow is decent. The owner is still capable. Selling feels distant, even optional. And that is precisely where the danger lies. Exit preparation is not something you do when you are ready to sell . It is something you do years before yo

As we head into 2026, many business owners are looking ahead wondering what the next few years will bring, what opportunities might emerge, and whether their business is truly ready for whatever comes next. And while the holidays often bring reflection, they also bring a gentle reminder: time moves faster than we think. In the world of business transitions, that truth hits especially hard. Too many owners wait until they want to sell to start preparing, only to discover that

Why the smartest sellers begin preparing long before they intend to exit With economic uncertainty, demographic pressure, and a rising wave of retiring business owners, the next few years will see accelerated activity in the private business market. Owners considering a sale between 2026 and 2029 must begin preparing well before they enter a formal process. Buyers are more selective than ever, premium valuations are awarded only to the most prepared companies, and due diligen

One of the most overlooked elements of succession planning isn’t on your org chart at all — it’s the successor’s ability to network . The leaders who can build rapport, open doors, and form meaningful business relationships are the ones who actually grow companies . They’re the rainmakers . If your future leadership team can’t confidently build a network, you’re not setting them up to lead your business. You’re setting them up to maintain it. And businesses that merely mainta

Premium-Value Exit Most growth frameworks help you run a better business. Some help you scale. A few will help you think more strategically, and others help you reflect on your role as a founder. But none of them were designed with one ultimate objective in mind: To transform a lifestyle, owner-dependent business into a best-in-class, scalable, transferable asset that a sophisticated buyer will pay a premium for, within a defined timeframe. This is where MExit Inc.’s BGTP © i

Many business owners underestimate the complexity of preparing their company for sale. They often engage their accountant once a year for tax filing and assume their financial house is in order. Yet, when the time comes to sell, they discover a painful truth, their financial story does not hold up under the scrutiny of a buyer or a valuation firm. This is where a Fractional CFO (Chief Financial Officer)  can make a transformational difference. A Fractional CFO does not just “

When it comes to growing an advisory practice, nothing, absolutely nothing, beats referrals. Referrals are the purest, most powerful form of business development there is. They come pre-qualified, pre-sold, and pre-trusted. But here’s the catch: you can either sit around waiting for them, or you can build a system that makes them happen . That’s exactly what we’ve done with the Client Acquisition Lifecycle™ (CAL) , our proprietary methodology for business growth and exit advi

Most business owners understand the value of increasing their company’s profitability and market worth. What many do not realize  is that early value acceleration unlocks one of the largest and most powerful financial opportunities available to Canadian entrepreneurs : the ability to multiply the Lifetime Capital Gains Exemption (LCGE)  and extract significantly more of the business sale proceeds tax-free . Starting early isn’t simply beneficial, it is a financial game-change

Every business owner dreams of the day they can confidently say, “The company no longer needs me.” It is the defining moment when your enterprise has become self-sustaining, a true asset that can outlive your direct involvement. Yet for many owners, that day never comes. They remain the hub of every decision, the keeper of every relationship, and the driver of every initiative. When they step away, the business stumbles. The reason? The organization never learned how to think

In this article I hope to raise awareness among you, the small to medium sized business owners, especially for those of you in the industrial/commercial services sector, of the emotional, identity-based, and behavioural obstacles that often derail a well-planned exit, so you can proactively address them (before it’s too late). The Hidden Obstacle: Letting Go is Not Just a Business Decision You built the business from the ground up. It is more than cash flow, more than EBITDA,

You Took the Risk - You Deserve the Reward You’ve done the hard work: you saw an opportunity, perhaps left a stable job, committed your personal capital, maybe guaranteed loans, worked long hours and navigated uncertainty so that your business could succeed. That’s risk. You did it not just for you, but for your team, your family and the community around you. Small- and mid-sized businesses are the engine of our economy: they provide jobs, spur innovation, and sustain local c

Most business owners think of growth and exit  as two separate conversations, one about driving performance, the other about stepping away. But they’re wrong. In reality, the two are deeply intertwined. A business that is systematically improving how it operates, leads, and measures success is not just growing, it’s becoming more valuable, more resilient, and more ready . That’s why the MExit Business Growth Transformation (BGT)  framework exists. It’s more than a method for

Across Canada, privately held small and mid-sized enterprises (SMEs) are the backbone of our economy. They represent 98% of all...

For most small business owners, the day they step away from their company will be the single most important financial event of their...

Most business owners I meet have built companies that are profitable. They have put in the sweat equity, endured the late nights, and...

Every advisor knows the challenge: business owners who feel “fine.” They’re busy, comfortable, and not actively seeking help. They may...

After 12 years of business growth coaching, I ran into the same wall over and over again: business owners who felt they were doing “OK.”...

When I first started marketing high-level advisory services, I did what most of us naturally think to do: I tried to sell directly to...

For most small business owners in Canada, their company is not just their livelihood: it is their retirement plan. Unlike employees who...

Most business owners dream of the day they can step away from their company on their terms. Whether it’s selling for a life‑changing sum,...