You will only do this once. The people across the table do it for a living.

A founder sells a company one time. The buyer has done it thirty times. The advisor has done it hundreds. The lawyer bills for it by the hour. Only one person in the room is facing the decision for the first time and living with it for the rest of their life.

Exit Now exists to close that gap.

What we believe

An exit is not an event. It is a transition. Most founders prepare for the signing and nothing after it. They optimize the price and ignore the year before and the decade after. A sale done well is decided long before anyone writes an offer, and it is judged long after the wire arrives.

The business must be able to live without you. The value of a company is what a stranger will pay for its future cash flows. If those flows depend on your relationships, your memory, and your presence in every decision, you do not own a company. You own a job with a balance sheet. The most valuable thing a founder can build in the last years of ownership is their own replaceability. It is also the hardest, because it asks you to make yourself unnecessary.

Price is one term of many. Headline valuation gets the attention. Structure gets the outcome. Earn-outs, seller notes, escrows, working capital adjustments, and rollover equity can move the real proceeds by more than the multiple ever did. A high price with weak terms is a lower price that has not been discovered yet.

Every counterparty has an incentive, including us. Buyers want to pay less. Brokers want to close. Advisors want to be retained. Nobody in the process is neutral, and pretending otherwise is how founders get hurt. The only defense is understanding the mechanics well enough to read the incentives yourself. That is what we publish.

The hardest part is not financial. A company is often decades of a person's identity. Selling it raises questions no term sheet answers: who you are without the work, what the days look like afterward, what the money is for. Founders who skip these questions tend to meet them at the worst possible moment, right after closing, when there is nothing left to negotiate.

Timing is a skill, not luck. The best time to sell is when you do not have to. Founders who wait for exhaustion, illness, or a crisis sell from weakness, and buyers can smell it. Selling from strength means starting early, preparing quietly, and keeping the option to walk away.

What we do

We publish sell-side intelligence for owners of private businesses: valuation, preparation, buyer selection, process design, negotiation, diligence, structuring, and the transition afterward. We cover what buyers look for, what they discount, and what they hope you will not notice.

Each piece aims to leave you with one of three things: a framework you can apply, a checklist you can run, or a point of view you can argue with. If it gives you none of them, we have failed you.

What we refuse to do

No paywalls. No login. No email-gated PDFs. No "book a call to see what your business is worth."

Knowledge that protects a founder in the biggest financial decision of their life should not be a lead magnet. If this publication works, some of you will sell better, and some of you will decide not to sell at all. Both are good outcomes.

Who this is for

The founder who is quietly wondering whether it is time. The owner of a company that has outgrown their energy. The family business facing a succession nobody wants to discuss. The operator approached by a buyer and unsure what the offer means. The advisor who wants to see the seller's side of the table.

If you are one of them, you are in the right place.

Take your time. Sell once, and sell well.