To navigate market volatility, founders should institutionalize exit strategy discussions. By pre-scheduling a board meeting once or twice a year for this topic, it becomes a routine, non-emotional strategic exercise, preventing panic-driven decisions and allowing for clear-headed evaluation of M&A opportunities.
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To vet potential investors or acquirers, founders should ask them to articulate their vision for the startup's next five years. Hearing their story told through the buyer's eyes reveals the depth of their strategic thinking and helps assess whether their vision aligns with the founder's, ensuring a better post-transaction fit.
Don't wait until you're completely exhausted to sell your company, as buyers will sense your desperation and gain the advantage. The ideal time to exit is when your passion for the market wanes or growth slows, allowing you to negotiate from a position of strength before burnout sets in.
The complexity of long-term estate and succession planning often leads to indefinite postponement. A more effective approach is to create a plan based on the business's current state and set a recurring calendar reminder to review and update it every two years.
A successful exit is a highly choreographed dance, not an abrupt decision. Founders should spend years building relationships with line-of-business leaders—not just Corp Dev—at potential acquiring companies. The goal is to 'incept' the idea of an acquisition long before it's needed.
Founders who try to perfectly time an exit with market conditions are twice as likely to have second thoughts and report less satisfaction. The most fulfilled founders are those who sell when they are personally ready, regardless of market timing.
Instead of presenting information that can be read in an email, a successful founder sent updates beforehand. This freed up meeting time for strategic discussions on product, capital, and hiring, which accelerated the company's growth.
M&A activity is not constant; it ebbs and flows with the political climate. Administrations perceived as "anti-M&A" can significantly slow deals. Founders looking for a strategic acquisition should consider the current political cycle as a key factor in their exit timing.
Founders who wait until they need to sell have already failed. A successful exit requires a multi-year 'background process' of building relationships. The key is to engage with SVPs and business unit leaders at potential acquirers—the people who will champion the deal internally—not just the Corp Dev team who merely execute transactions.
CPC separates board meetings into two sessions: a virtual one for reviewing past results with functional leaders, and a subsequent in-person meeting for forward-looking strategy with the CEO. This structure prevents the common trap of getting bogged down in past performance when strategic, future-focused discussion is needed.
Adopt the private equity board meeting model: circulate a detailed brief a week in advance. This forces attendees to consume updates asynchronously. The meeting itself can then be dedicated entirely to debating critical, forward-looking decisions instead of wasting time on status reports.
