With 70% of small and midsized business owners poised to retire, the owners, their families, their loyal employees, and their customers deserve a structured and effective succession plan. Here’s how one company did it right.
For company founders and sitting CEOs, the decision to pass the CEO seat to another is a big, risky decision. This article talks about how critical boards are– especially for closely held companies.
Imagine how bad it must feel for a business owner or CEO to toil for years, only to have to accept a low price (or nothing) when they sell the business. It happens all too often. This article lays out seven essentials for a pleasurable exit. Mid-market CEOs under-invest in training themselves on how to prepare their firms for an exit.
When the CEO is the new hire in an existing company, he or she needs to be the architect of a well-thought out plan to produce the best possible results. Here’s how Bob Fahlman, CEO of Paradigm, did just that.
Companies don’t need to sacrifice their reputation for money. By planning ahead for an ownership transition and hiring possible successors, the founders can build long-term value in the enterprise. Matt Henry, now President and CEO of Fehr and Peers, shows us how it worked in their case.
Robert Sher is founding principal of CEO to CEO, a consulting firm of former chief executives that improves the leadership infrastructure of midsized companies seeking to accelerate their performance. He was chief executive of Bentley Publishing Group from 1984 to 2006 and steered the firm to become a leading player in its industry (decorative art publishing).