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And large teams with many advisors are often continuously fulfilling a sunset buyout for a retiring team member—creating a continuous cycle that can be difficult to break. Plus, don’t forget the happiness quotient, a non-economic source of value that we shouldn’t ignore.
If an advisor is highly growth-oriented and the goal is to build a substantial enterprise that will sell for top dollar when the advisor retires, then choosing a path that maximizes inorganic growth potential and enterprisevalue is vital. Yet optionality can make the decision-making journey more complex.
Theres no universally agreed-upon definition of the middle market, but typically it includes companies with annual revenues in the low hundreds of millions and enterprisevalues that dont quite reach the stratosphere. Content Sharing: Publish insightful commentary on platforms like LinkedIn or your own blog.
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