By Zach Whitchurch and Danny Clark
We hear it from founders all the time: “I want to exit on my terms.” It’s a fair goal and simple in theory, but more complicated in practice. Because behind that sentence is a tangle of financial, emotional, and personal questions that don’t always have easy answers.
If you’re a business owner, you know exactly what that means. You’ve poured yourself into something that didn’t exist before you showed up. You’ve carried the weight, made the calls, and stayed up worrying about things no one else even saw. And now you’re wondering if it’s time to take a step back, transition in new leadership, or sell the company.
There’s no perfect roadmap for exiting your company, but one thing makes all the difference: preparation not just on the spreadsheet level, but in the conversations you have with yourself, your family, and your advisory team.
We’ve helped many entrepreneurs navigate this transition, and these are some of the conversations we consistently revisit.
Revisit Your Original Intent
Every founder starts with a vision and a reason. For some, it’s about money, while for others, it’s about creating an impact, achieving independence, or leaving a legacy. Maybe you had a vision no one else was willing to bet on. Maybe you just knew you could do it better.
Whatever it was, it matters. That original intent gives clarity. If you can look back and say, “Yeah, I did the thing I set out to do,” then you’re in a different position than someone who’s still in the middle of it.
Start there. What were you trying to build? Have you done it? And if not, what would finishing the job actually look like?
Ask Yourself: Are You Still the Right Person for This Stage of Your Company?
This is one of the most challenging but most important questions a founder can ask: “Am I the right person to lead this business through what’s next?”
Building something from zero requires vision, urgency, and hustle. But what got you through the startup phase might not be what’s needed now. Scaling requires systems. Maturity requires discipline. And sometimes the skill set and temperament that helped you build is no longer the best fit.
When this occurs, it takes the confidence of a great leader of a company to say, “ I am not the right fit to take this to the next level.”
We often use the Steve Jobs/Tim Cook example: Jobs was the visionary and builder. Cook has been the optimizer. Both played their part, but they weren’t interchangeable. In your own business, the next chapter might require someone else sitting in the chair. And that’s okay.
Build a Business That Doesn’t Need You
One reason many founders struggle to step away is that the business still relies on them for too much. If you’re in every meeting, solving every problem, or making every decision, then you haven’t built a company, you’ve built a job. And no buyer wants to inherit a job they can’t do.
A valuable company is one that runs without the founder at the center. That doesn’t happen on its own. It requires intentional delegation, leadership development, and a clear operational structure. You need to be willing to let go of control before someone forces you to. The goal is to build something that continues to thrive after you walk out the door.
Start Planning Before the Offer Comes
Too often, the exit conversation starts after someone gets a number they didn’t expect. That’s a dangerous time to be reactive.
Selling a business is rarely just a financial transaction—it has ripple effects across your estate plan, tax position, philanthropic goals, family dynamics, and future lifestyle. If you haven’t done the planning ahead of time, you’re making significant decisions in a high-pressure environment.
You should start thinking about things like ownership structure, trusts, liquidity strategy, and post-sale income years before the deal becomes serious. That’s how you leave options open and avoid scrambling when it matters most.
Be Honest About What Comes Next
Most founders aren’t wired for retirement. They’re doers. Builders. They don’t walk away from something; they walk toward the next thing.
That next thing doesn’t have to be another business (though it might be). It could be investing, mentoring, philanthropy, or spending time with family, or looking to build a new business again. But it helps to have a direction. Something you’re stepping into instead of just stepping out.
We’ve seen people walk away from a business with a great outcome financially, only to feel like something is missing six months later. Clarity about your next chapter brings peace to the decision. It helps you let go for the right reasons.
Final Thought: Are You Sitting in the Right Chair?
That’s the question that ties all of this together. Are you still the right person to lead this company through its next phase, or is it time for a change?
Exiting on your terms doesn’t just mean maximizing value; it also means having the freedom to choose. It means being thoughtful. It means asking the hard questions. It means taking time to build a plan that reflects what matters to you.
If you’re ready to start that conversation, even if you’re years away from a sale, reach out to us at info@solidaritywealth.com or call 385-374-1665 to schedule a discovery call.
About Zach
Zach Whitchurch is the President and a wealth advisor at Solidarity Wealth, a privately held, independent wealth management firm that serves as a multi-family office to some of the Mountain West’s most successful families, technology entrepreneurs, and executives. Zach works with clients to develop both “Wealthy Financial Habits” and “Healthy Financial Habits” and thrives on helping them understand their finances by simplifying the complex. He uses his broad knowledge on a wide variety of topics to implement creative strategies for clients as he helps them feel both seen and heard, and supports them along the path to their dreams.
Zach has a bachelor’s degree in accounting and a master’s degree in finance from the University of Utah and holds the CERTIFIED FINANCIAL PLANNER® and Certified Private Wealth Advisor® designations. He is also a Managing Partner of Solidarity Capital. Outside of work, Zach enjoys spending time with his wife and four children and being active in both indoor and outdoor sports. He is also involved with coaching youth sports, and loves to read and learn about how the world works on a deeper level.
Solidarity Wealth is a registered investment adviser. This material is solely for informational purposes. Advisory services are only offered to clients or prospective clients where Solidarity Wealth and its representatives are properly licensed or exempt from licensure. Past performance is no guarantee of future returns. Investing involves risk and possible loss of principal capital. No advice may be rendered by Solidarity Wealth unless a client service agreement is in place.
