Ep 543 From $32M Valuation to Fire Sale — How Ret Taylor Sold Ned After an Apple Update Crushed His Margins and Re-Invented Himself as a Spiritual Guide

Ret Taylor spent his entire adult life chasing a number. First it was $30 million. Then $10 million. Then $6 million. Then he sat in a tent at 18,000 feet on Denali with two Arctic storms closing in and realized the number was never the point.  He came down the mountain, sold Ned, his natural remedies company, and now guides people through life transitions on multi-day vision quests in the mountains of Colorado.   Subscribe to our weekly newsletter: https://builttosell.com/subscribe/ Curious what your business is worth? Find out now

At some point every founder needs to ask a simple question: is it better to own a big slice of a small pie, or a smaller slice of a bigger pie?  In this week's episode, we hear from someone who chose a smaller slice of a bigger pie. Simon Lorenz co-founded Klara, a patient communication platform for medical practices, and raised roughly $32 million across six rounds of outside capital before selling to ModMed at 15 times forward revenue.  The path there was not a clean one. Every funding round was painful. Most of them came down to a single term sheet, take it or leave it, because an early valuation had set an equity story Simon spent years chasing. He hired salespeople he later had to fire. He took on an apparatus he could not easily shut off. And when ModMed's CEO first reached out, Simon almost ignored the email because the company had finally started humming and he was preparing another round.  What turned a distraction into a deal was Simon's willingness to act genuinely uninterested, which pulled ModMed up to a price that made his eyeballs pop out. What let him walk away twelve months after closing was a single clause his lawyer negotiated into the contract.    Subscribe to our weekly newsletter: https://builttosell.com/subscribe/ Curious what your business is worth? Find out now

Most founders think they're not great negotiators. John Richardson thinks they're wrong. Richardson has spent decades teaching negotiation at MIT's Sloan School of Management and before that at Harvard Law, where he was an associate at the Harvard Negotiation Project and co-authored foundational texts with Roger Fisher and Howard Raiffa. His new book is called Never Settle. In this episode, you discover how to    Subscribe to our weekly newsletter: https://builttosell.com/subscribe/ Curious what your business is worth? Find out now

Murray Kent had no background in electrical conduit fittings when he paid $40,000 for a four-person business that, as he put it, looked like a bit of a crack den. What he did have was Value Builder's 8 drivers -- pinned to the wall next to his desk as a literal road map for every decision he made.  In this episode of Built to Sell Radio, you discover how to negotiate a clean exit with no earn-out complications and no equity rollover.  You'll learn:    Subscribe to our weekly newsletter: https://builttosell.com/subscribe/ Curious what your business is worth? Find out now

Jay Richards spent five months deep in an acquisition process. He had a letter of intent. He had mentally checked out. He was planning what came next.  Then issues surfaced in diligence and the deal collapsed.  This week on Built to Sell Radio, Jay walks John Warrillow through the full story of selling Imagen Insights, a qualitative research platform with clients like Visa, Google, and Amazon, and how you discover how to navigate two very different acquisition conversations and come out the other side with a deal you are genuinely happy with.  You'll learn why:  an LOI means far less than you think, and how problems in your books can kill a deal  founders who shop their company can signal desperation, and what Jay did instead  the eventual buyer valued the business on EBITDA instead of revenue, and why that worked in Jay's favor  Jay accepted an earn-out worth more than half the deal, and why he was comfortable with it  handing out equity without vesting created a problem at the worst possible moment  a long-standing accountant relationship does not guarantee clean books, and how this nearly killed the deal  the moment the DocuSign came through did not bring relief, but a flood of new ideas

David Sinkinson and his brother Chris built AppArmor over eleven years without taking a single dollar from outside investors. They bootstrapped it by running side businesses, plowing the profits back in, and staying lean through long sales cycles and compliance-heavy buyers. By the time they were ready to sell, they had over 250 universities on the platform and roughly $6 million in annual recurring revenue — profitable, with no cap table to split with anyone.  Then an acquirer asked them a simple question, and they answered it. That answer nearly cost them $20 million.  Recorded live at the Value Builder Summit, this is David Sinkinson's second appearance on Built to Sell Radio. This time he goes beyond the mechanics of the deal — into the surprising struggles he faced after the sale, and a take on employee equity that is going to challenge what most founders believe. 

When Sharon Gillenwater built Boardroom Insiders, she was doing something nobody else wanted to do: manually researching the personal work styles, business initiatives, and habits of Fortune 500 executives so that enterprise sales teams could finally get a meeting with the C-suite. It was hard, painstaking work — and that was exactly the point.  After more than a decade of bootstrapping, consulting on the side to fund payroll, and raising just $275,000 from three people she knew personally, Sharon sold Boardroom Insiders to London-based public company EuroMoney for $25 million — all cash at close, no earn-out. In this episode, you discover how to build and sell a business where customers love you so much they follow you from company to company.  You'll learn:  Why a cold call from a PE firm offering $48 million was actually the worst thing that could have happened to Sharon — and what she did instead  The one overheard side conversation that changed her negotiation posture entirely and helped her push from a $17–20M offer to $25M  Why Sharon insisted on all cash at close — and why her angel investor told her a lower number in cash beats a higher number with strings attached  What convertible notes look like after a decade — and why her investors converted their notes just six months before the sale  Why Sharon cried on her birthday, the day she was quietly walked out of the company she had spent 13 years building  How she watched the acquirer run Boardroom Insiders into the ground, tried to buy it back — and then decided to rebuild from scratch anyway  The land-and-expand growth strategy that took Boardroom Insiders from zero to $5 million ARR without ever cracking the demand generation problem 

Most founders approach a sale with one goal: get the highest price possible. But Mark Ferrer argues that focusing only on price can lead to the wrong deal, the wrong partner, and a painful transition after closing.  In this episode of Built to Sell Radio, John Warrillow talks with Ferrer about what he has learned after moving from founder to buyer, and why every owner needs to know whether they are a transactional, transitional, or transformative seller before they go to market. In this episode, you discover how to identify your seller type before a buyer does it for you.  You'll learn:  Why a transactional founder who insists they just want the money often turns out to be something else entirely — and why getting that wrong poisons the deal  What a buyer learns about you when they ask whether you would sell to your biggest competitor for the same price  Why the multiple is just the starting point, and how cash at closing, seller financing, and rolled equity can swing the real outcome by more than most founders expect  How Mark lost 8 to 14 percent of his own deal proceeds not because of bad faith, but because he did not ask the right questions about his rolled equity  Why pushing for agreement after a sale closes is the fastest way to destroy a partnership — and what to focus on instead  What working capital and normalized earnings actually mean, and why founders who gloss over both almost always regret it  How to clarify the role you want after closing before it becomes the source of tension no one saw coming 

Most business owners assume their buyer will be a private equity group or a strategic acquirer. But if you run a smaller business in a niche category, the person most likely to buy you is an individual — someone who likes what you've built, can see a path to improve it, and is willing to put their own name on the line to finance the deal.  This week on Built to Sell Radio, Joe Soelberg joins the Inside the Mind of an Acquirer series to pull back the curtain on what that kind of buyer actually looks like — and what it means for you as a seller. Listen and you discover how to:  spot the tells of a real buyer versus "capital partners" theater  pressure-test proof of funds without turning it adversarial  use a seller note as a credibility filter, not just a concession  understand why individual buyers consistently misread the cash down, seller note, bank structure and how to use that to your advantage  ask questions that surface risk early, before lawyers get involved 

Andrew McConnell built a SaaS company that helped vacation rental managers price homes like airlines using dynamic pricing based on demand. He eventually successfully exited, but not before learning the hard way that building a company and selling one require two entirely different skill sets.  In this episode of Built to Sell Radio, Andrew walks through the pivot that saved his business, why his VC backers stayed on board, and the exact moment he realized that a "short buyer list" is a dangerous trap for founders.  Listen in to discover how to:  Spot the "hidden ceiling" in a business that looks like it's doubling—right up until it isn't.  Move a cap table from a failed bet into a new one without lighting your professional relationships on fire.  Understand liquidation preference in plain English (and why it can erase a founder's take-home pay at exit).  See why a banker's real value isn't just managing the process—it's forcing pressure and widening the field of potential acquirers  Avoid the "I can sell this myself" mindset that often results in a year of free research for buyers and zero leverage for you.