Join us for a fun, interactive group discussion in a case-study format.  We'll start with cocktails and appetizers from Corks and Forks Catering on the 33rd-floor balcony, then convene in the beautiful sitting area for a group discussion about a fictional family exit scenario. 

This event is ideal for exit advisors and business owners who want to learn how to make their businesses more valuable and transferable, in ways that secure the legacy they desire.  The group will read a short case study about a fictional family exit scenario.   Each advisor will have the opportunity to discuss relevant aspects of the situations and make recommendations.   This is a way for us to learn more about what each type of advisor does and how advisors can collaborate to help real families navigate the complexities of an exit.    

Learning Objectives

1. Learn about the effective best practices of an exit advisory team and what each role contributes to a well-executed process
2. Share your expertise and establish credibility with other local exit advisors.
3. Develop new business opportunities and help your owners achieve better outcomes.

Meet Our Facilitator

Charlie Janes is the principal of Focal Point Growth and Exit Advisory and president of Exit Advisor Alliance.   He works with business owners and executives who want to grow revenues and profits,  build strong teams and systems to scale, and plan for the optimal exit.  He helps his clients implement proven systems for scaling and exiting with confidence and control. Before becoming a business and executive coach, Charlie spent over 30 years scaling tech companies, enabling their customers to compete effectively.  He scaled several organizations to the $100 million mark and jump-started seven early-stage companies that are thriving today.  As an operating executive, he has been directly involved in many exits ranging from the millions to $3 biilion. 

Our Venue is 4 Blocks from the Brightline Station

The Registry Verge Sky Lounge on Los Olas is a beautiful venue on the 33rd Floor with an outdoor balcony and a sweeping view of Ft Lauderdale and the Atlantic.   Go to the elevators on the right side of the front steps and proceed to the 33rd floor or go to the front desk for directions. 

If you are coming up from Miami or down from Palm Beach, consider taking the Brightline to avoid traffic.  We will provide cocktails and appetizers from Corks and Forks Catering before the group discussion. 

Invite others!

Members are encouraged to bring clients, business owners or even other exit advisors for free.  Use the code FreeGuestPass2026 at checkout.  We encourage non-members who haven't been invited by a member to purchase the guest pass and consider joining EAA.

Case Study: Exit Planning for a Commercial Construction Company

Background

Carlos Ramirez, founder and CEO of BuildWorks Commercial, has grown his company over 25 years into a respected regional commercial construction firm specializing in mid-sized office, industrial, and mixed-use developments.  He recently recieved an unsolicited offer that includes some cash at closing and a two. year earnout and rollover equity.

The business is organized as an S Corp wholly owned by Carlos.   Several years ago, an accountant estimated his equity value was approximately $18 million, with a low tax basis.   Carlose has a revocable trust and simple pour-over wills, but no current irrevocable gifting structures.

The company generates $40 million in annual revenue, has strong profit margins, and employs 85 people. Carlos plans to sell the business within the next two to three years to transition toward retirement.  Carlos feels burned out at times, especially with the day-to-day field operations.  Carlos is excited to travel in retirement with his wife, Vicky, but he is worried that his life will be unfulfilling without an office to go to each day.  Their net worth is concentrated in the business, and they want at least $8 million in post-tax liquidity to support their dream retirement.  

Family dynamics complicate the situation. Carlos’s brother, Miguel, leads the sales division and has been instrumental in developing long-term client relationships. Miquel is not an owner today, but believes he should be included in any transition.  His nephew, Daniel—Miguel’s son—is a promising but still developing project manager who Carlos hopes will grow into a leadership role. Meanwhile, Carlos’s daughter, Alyssa, is not involved in the business but is pressuring her father to sell quickly so that he can help fund her desire to leave her current career and pursue a new lifestyle. These differing motivations create tension as Carlos considers the best path forward.   Carlos and Vicky are charitably inclined and want to include philanthropy if it can be done tax efficiently. 

Challenges & Considerations

1. Valuation Complexity: Construction businesses face valuation challenges tied to backlog quality, pipeline predictability, key relationships, and risk management. Buyers will scrutinize BuildWorks’ project mix, margin consistency, and contractual obligations.

2. Financial Readiness: Job costing, WIP reporting, and financial controls may need strengthening to present clean, buyer-ready financials. Carlos is unsure whether to normalize EBITDA or address certain discretionary expenses.

3. Tax & Estate Planning: Carlos wants to structure the sale to minimize taxes while integrating the proceeds into a broader estate plan that includes family trusts and charitable interests.

4. Leadership & Owner Dependency: Carlos remains heavily involved in client acquisition and municipal negotiation. Buyers may view this reliance as a risk unless a second-tier leadership team is empowered.

5. Succession & Workforce Stability: With a skilled labor shortage in the industry, employee retention and succession planning are critical to maintaining value.

6. Sales Process & Buyer Options: Carlos is unsure whether to pursue a strategic buyer, a private equity roll-up, or an internal transition (e.g., selling to key managers via a structured buyout).

7. Personal Transition: After decades in the construction industry, Carlos worries about post-sale identity loss and wants clarity on his next chapter.

Group Discussion Questions

1. Valuation & Preparation: What specific steps should Carlos take now—financially and operationally—to increase valuation and reduce perceived buyer risk?

2. Strengthening the Leadership Bench: What actions should Carlos take to reduce owner dependency and improve confidence in the management team?

3. Tax & Estate Strategy: What major tax planning opportunities (e.g., QSBS, installment sales, trusts, entity restructuring) should Carlos explore before initiating the sale?

4. Assessing Buyer Types: What are the pros and cons of selling to strategic industry buyers vs. private equity vs. an internal management group?

5. Deal Structure & Risk Mitigation: What deal structures—earnouts, holdbacks, seller financing, rollover equity—might best balance risk and maximize payout?

6. Backlog & Pipeline Management: How should Carlos manage backlog, contracts, and client relationships to present a strong forward-looking picture to potential buyers?

7. Personal Transition Planning: What steps can Carlos take now to ensure emotional readiness and a fulfilling post-exit life?