Author: coreykupfer
Categories
DREAM CHASERS: COREY KUPFER | Ep88
Jay Hummel is an author, speaker, and financial services executive. He specializes in leading through change and building strategic relationships internally and externally. Jay also excels at articulating complex items in simple terms. He is the co-founder of Wealth Advisor Growth Network (WAGN), where he strives to bring growth to the independent adviser space. On today’s show, we dive deep to explore Jay’s deal-making lessons and experience.
An Early Start to a Financial Future
Jay shares that he would put on a clip-on tie at the age of 8, bring his calculator to the dining room table, and play with numbers. One of his earliest deals involved asking his grandfather how much it would be to “take that clock off his hands”. Even though he wasn’t able to make that deal, it signaled what was to come. Since then Jay has grown into his interest, pursuing higher education and moving into accounting and later wealth management.
Now he works with WAGN, which is a consulting and deal-making firm. There, he strives to keep wealth management services connected with new developments in technology. Ultimately, he believes in the value of continual growth in an industry that can easily get a bit stagnant. WAGN specializes in minority stakes, which they acquire in order to become managing partners. From that position, the goal is to create an ecosystem of great people who are serving their clients and staying ahead of the technology curve.
Deal-Making Lessons from a Billionaire
Jay’s first real job was as an intern for the Lindner’s, a billionaire family. He was able to work for their CFO and witness a lot of deal-making, including the purchase of amusement parks and the rolling up of insurance companies. They told him that as long as he stayed quiet, he was welcome to sit in the room and observe. What a deal for Jay!
He shares that he had a lot of respect for Mr. Lindner’s philosophy that you never take anyone to the wall with a deal. After all, the world is a small place! Even when Jay knew that his side was holding all the cards, he saw that they didn’t always play them all. When he asked about that, Mr. Lindner shared that just because you can doesn’t mean you should. You never know when you’ll be sitting at the table and be the one who doesn’t have the advantage…and you might be sitting across from the very same people you’re making deals with today.
Every negotiation in business is either the start of a new relationship, or the continuation of an old relationship. Just because you could beat someone down and walk away doesn’t mean you can do so without consequences. People build reputations, and you become known for the way you conduct yourself. A massive win that cuts someone else down may benefit you for a moment, but the long term impact of creating a reputation that makes others not want to do deals with you anymore is hard to overcome.
Powerful Deals Done Right
Today’s deal isn’t about tomorrow; it’s about the next 5, 10, 15 years. Take the long view, and think beyond simple financial profits. How can you make deals that are good for everyone: partners, employees, clients, and anyone else?
Jay shares that one reason he’s pleased to be out of the public sector and fully private is because he feels there is more leeway to really consider that long term view.
He also notes that when you sit down at the table to make deals, you need to understand why you’re there. What outcome are you seeking, and for what reason? When you lack clarity, it’s hard to bring a deal to completion.
Even when he’s been part of a deal that fails, Jay has seen that showing up and being willing to fail is a key part of becoming a successful deal-maker. Know what you want, treat others with respect, and know how to walk away from the table with both success and failure. They are both part of the deal-making process, and you’ll experience them both if you’re serious about making deals throughout your career.
The second principle in my Authentic Negotiating book is detachment for this very reason! Of course you’ll have a preference that the deal gets done; but you also have to be able to release expectations and accept what happens during the negotiation.
WAGN Deal-Making Lessons & Growth
WAGN started their deal-making with capital formation at the beginning of their company. However, they weren’t looking for only capital. Having the right partners around the table was of more importance than dollar amounts.
Jay and his co-founding partner John believe that the best deal people in the long run are “smaller pieces of the bigger pie” types. Understanding how each element comes together to create something better than any one part is a key part of becoming an expert deal-maker.
This also connects to shared vision. No matter how lucrative a deal appears on the outset, if it is not backed with shared vision, it will not serve the parties involved in the long term. In fact, beyond the capital partner deals, Jay and John founded WAGN by creating a shared vision and building a deal together at the outset. Without that shared view of themselves as smaller pieces in a bigger picture, as well as for where they could take a wealth management group, they would not be seeing the success they’ve seen.
Deal-Making Uncertainty
A lot of deal-making success isn’t about finances or strategy; it’s about timing. Jay shares that once he and John knew what they wanted to build, they could see that the window was closing. They needed to act with certainty to get in, and they did. Since starting last October (2019) they’ve completed four deals and are off to a strong start.
Early on, they invested in a Denver-based firm that they believed in, with plans to build out an entirely new firm. The break date? March 20th, 2020. That was the bottom of the equity market as a result of Covid-19, and things in the market were unstable. However, they knew they had planned and prepared for this. Yes, there was uncertainty. But there was also a great deal of vision and clarity for what could be achieved.
Ultimately, WAGN was ready and they knew that clients needed what they were going to build. Since then they’ve done three acquisitions and are on their way to building a billion dollar firm. There are only 330 billion dollar independent firms in the country (with 330,000 independent firms in existence), and Jay shares that WAGN may reach that level in less than 10 months.
Deal-Making Lessons From Jay
So many deal-making lessons have fueled WAGN’s growth and drive along the way.
Jay notes that you never want to chase a bad deal. He also comments that it can be really easy to get tempted into jumping into a bad deal in the “top of the 9th inning” because you feel like you need it.
He reminds leaders that clarity around what you’re building and why is essential. If you pause a deal, you need to know what factor is going to allow you to reinitiate the process. Is it the stock market? An internal factor? If you hit pause and don’t know when you’ll be restarting, you end up in limbo land, which is painful for everyone.
To hear more about Jay’s thoughts on the future of the deal-making industry in the financial sector, listen in to the full episode!
Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.
If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!
Noah Rosenfarb counsels entrepreneurs who are looking for ways to enhance their wealth while working less, living more, and enjoying financial abundance. His 20+ years of real estate investment experience have taught him that fractional ownership in large assets is an excellent revenue generating tool to create multiple passive income streams.
Through 32 acquisitions, he’s built a portfolio of 3,500+ apartment units. He also has over 500,000 sq ft of office buildings and retail shopping centers. He’s a 3rd generation CPA, and has been studying the tax code his whole life. Noah’s mission is to find all the legal ways to reduce or eliminate taxes, which is a guaranteed way to increase cash flow.
Entrepreneurial Beginnings
As a young kid, Noah saw that his dad was able to use entrepreneurship to put food on the table. It’s how he created a life for himself. This held a great deal of appeal! As a result, Noah had his own entrepreneurial ambitions from an early age.
The principal at his middle school took notice (due to his candy selling activities before, during, and after school). He offered him the opportunity to start a school store. Although he wasn’t making money anymore, he did get the experience of running the store, from sales to product to profits.
After reaching adulthood, Noah found himself providing expert testimony in litigations. It didn’t take long to realize that he didn’t enjoy profiting off of the struggle of divorce. A move and business transition led Noah to start a family office for affluent entrepreneurs. Now, he personally serves as the primary financial advisor for a dozen families that have a net worth in excess of $20 million. His holistic approach focuses equally on preparing the money for the family and the family for the money.
In addition, Noah has sold eight companies, owns over a dozen, and continues to acquire businesses, websites and real estate. He brings personal experience beyond being a technical expert to high performing families that want to balance qualitative and quantitative financial advice.
Entrepreneurs are Value Creators
Noah believes that most entrepreneurs are value creators. He’s seen that when entrepreneurs get out of bed and recognize that what they do doesn’t hold value, they become dissatisfied with their work and businesses.
At some point, entrepreneurs have to get serious about where they spend their time and what they want their lives to look like. As part of their onboarding process and vision crafting work, Noah’s firm helps business owners map out their “ideal week” post-operational world. He encourages them to think about what they would actually DO without their businesses. Skiing? Golfing? Volunteering? Who is there? What would you be doing? What would you not be doing?
Noah shares that, personally, giving to causes he cares about is a great benefit he enjoys as a result of his own success. Achieving “true freedom” hasn’t been all about the size of his net worth, but rather the impact he makes on his family and within his community. Through philanthropy, he gets exposed to amazing people whose path to significance inspires him. By actively participating and not just writing checks, he witnesses the effect we have on others in need. This virtuous cycle gives him reasons to continue to create value for others.
VC Investing
From angel investing to holding royalties, Noah has experience with a variety of investment techniques. Currently, he uses his firm, Figi Royalty, to provide capital for internet-based businesses.
He also found that he doesn’t like investing just his own capital. Instead, he prefers to make a larger investment that includes a pool of other people’s money. This allows the investment to have a greater impact, and also allows Noah to bring other people into the journey. It’s also more efficient.
He also highly values cash flow. He finds he prefers investments that are capable of generating cash flow early on. He’s looking for consistent, long term cash flow potential that will optimize sooner rather than later. Noah’s approach has been influenced by Jeff Hoffman, who utilizes angel investing in lieu of philanthropy as a way of giving back and building a better world.
This creates a virtuous cycle in which you were able to make money, improve the world, empower entrepreneurs, and really establish a win-win situation across the board.
Revenue Generating
Noah shares that his firm has pioneered a way for small niche businesses with low fixed-costs to raise money via royalties. He invests in the company and receives a revenue percentage off the top line so the business owner retains full control over the spending decisions and expenses.
This is not a partnership or equity investment. Nor is it a loan creating debt. It is an investment that allows a company to raise necessary capital in exchange for a percentage of revenue.
To hear more about the details of this truly unique deal structure, listen to the full episode here!
Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.
If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!
Today’s guest, Nick Adams, has a background in tech companies and deal-making. Now he’s a Managing Partner and co-founder at Differential Ventures, a seed stage venture capital fund. His group invests early in the process, which gives him a bird’s eye view of mistakes and innovations in the field. In addition, Nick’s been part of growth and deals connected to scaling from two million to ten, or ten million to twenty-five. He’s seen how deals and decision making can make or break a business.
Getting Into Venture Capital
Nick shares that, as a kid, he wanted to be a major league baseball shortstop. Although he did play ball throughout college, his career ended there. At age 22 he played his last official game, and moved on with his future.
One of Nick’s earliest memorable deals involved early software sales. He remembers closing the deal with the A&P supermarket chain and being elated. Now he’s in the venture capital field. His focus is in investing in companies in their earliest stages. This is usually a step beyond “idea stages”, but pre-revenue.
Often when companies raise money, early rounds include family and friends. This is also where angel investors might get involved. After this you’ll find seed stage investors, followed by series B, C, D and so on until fundraising is done or the company is placed on the market for public buy ins.
Differential Ventures often comes in with investments between $250,000 and 1.2 million as part of a seed room. In exchange they usually receive a board seat, and work with founders to build out the company. This involves everything from product development to finding those first few customers. Nick finds that each company’s needs vary greatly. Often, his team tends to pick up more technically based founders, so one thing they look for is whether there is going to be an ability for the founder or founding team to build a product all the way out to being saleable.
To learn which is more essential: team, technology, or market, listen to the full episode!
Do Venture Capitalists Eliminate Founders?
Nick notes that his sort of venture capital work isn’t for everyone. First and foremost, founders need to have an awareness of whether their company warrants outside investment at a higher level, as well as what that sort of increase in funds will mean for their organizations. Out of curiosity, I asked him to share more about what happens when VC money comes in, and founders get pushed out.
In my experience, founders and CEOs who leave their companies after investments are granted are usually looked on favorably. The public seems ready to take their side, and venture capitalists can end up looking like the “bad guys”. Although Nick acknowledges that things do go wildly sideways sometimes, that tends to be the exception, not the rule.
He does share that sometimes founders get pushed out, but this can happen for a variety of reasons. Timing, personality, growth needs, or even a founder no longer wanting to be part of the deal. Sometimes technical founders loved creating and building, but have little desire to take on a CEO role. In that case, they may initiate their own transition. However, it’s rare for a VC to come into a business and actually force a founder or CEO out of their role.
In his opinion, Nick finds that most VC’s are pretty good actors. Their funding and outcomes are very much attached to a start-ups success and needs. There are long holding periods, things move slow, and there is a strenuous process involved in really making a profit. In fact, he finds that angel investors can sometimes put more pressure on a young business simply because they don’t understand the nature of the slow game that investing can be.
Is Venture Capital Funding For You?
The percentage of companies that are really right for VC funding is small. For one thing, they need to be ready for massive growth, and to take the market by storm. For another, they should actually need the money as an avenue for growth.
Nick shares that he recently had a potential client who shared that he wouldn’t be bothered with an early exit from the fund if taken on. The rejoinder: Nick knew immediately his company wasn’t interested. In order for VC funding to make sense, there needs to be a large return that can pay off investors and create profit. Although the potential client was shocked to be turned down so quickly, Nicks’ been in VC funding long enough to know that short term thinking doesn’t work well.
He also knows that this kind of long term, high dollar deal isn’t for everybody. Neither is venture capital funding! Unlike angel investors (who are using their own money), a fund mathematically requires a high return to pay back each party involved.
The Ideal Founder
If you’re considering approaching a venture capital fund, Nick suggests that the best founding teams combine leaders who have:
+ Strong technical differential and skills (academic background, work history, etc)
+ Entrepreneurial by nature
+ Experience working with both engineers/creators and customers
+ Product management ability
In addition, Nick shares that their best founders who seem to be most successful are usually in it for some reason larger than just “being” a founder. They often have some deep sense of obligation to a family member, friend, community, or other group that they want to prove themselves to. When someone has believed in you and invested in you, you’re highly motivated to make good in their name.
Having a deeper drive and purpose is a key part of pushing through hardship and delivering the best possible outcome. This is true for any entrepreneurial group, but especially so for founders who want to bring on venture capital funds!
There is a risk calculation here: how far are you willing to go to bring your idea to life? Depending on your savings, your family’s needs, and your ability to handle risk, your answer might be quite different from someone else’s. There are no wrong answers, but it’s vital that you’re honest with yourself about what those answers are for you.
Nick encourages founders to establish the amount of risk they’re willing and able to take on for themselves prior to seeking funding.
Venture Capital Funding and Covid-19
Nick shares that he believes there has been too much capital in too many startups across the market. Leading up to February, the market was fairly overheated, and it contained a number of startups and investors who probably didn’t belong in the market for the long haul.
When Covid-19 broke out and businesses started to close, a great deal of capital either froze or dried up. After a slow March and April and a brutal adjustment period, Nick has seen changes taking place. They completed their first completely remote deal in which they hadn’t known the founder in any capacity beforehand at the end of June.
They negotiated the terms sheet at 6pm, and the founder’s 6-year old was present for the end of the call, staring into the Zoom screen and watching the proceedings. The market is still moving along, and Nick is optimistic about the direction it’s taking.
You can connect with Nick by emailing him at nick@differential.vc. He encourages you to be able to succinctly communicate:
What are you doing?
Why is it important?
Why are you uniquely qualified?
What proof points do you have?
Listen to the full episode here!
Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.
If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!
Today we’re diving into business partnerships! Many businesses have more than one owner; you can spread the risk, add expertise, double your network, and share necessary tasks. It makes sense! Adding a partner, however, isn’t as easy as just signing someone new on. From business issues to legal structuring, we’ll talk about the important things you need to know!
Fundamental Business Partnership Considerations
Business partnerships often arise when a new company starts. They might also arise when a new partner joins an existing business owner within their company, or when multiple businesses comes together.
However your partnership starts out, there are a few fundamental “buckets” you’ll want to consider.
Bucket #1 – Decision Making & Control
Who makes the decisions on what kind of things? Who has voting rights?
There are various levels of decisions that occur in any business. There will be distinctions within the partnership for who is in charge of what. For day to day decisions, there is often minimal documentation. Partners usually have tacit agreements about areas of oversight in order to keep things moving.
Once we branch into larger areas, however, clarity becomes key. Imagine one partner is a ⅔ owner and is a ⅓ owner. Does the larger majority holder automatically control all decisions? Do they have the final say? If no agreement has otherwise been made, this will be the default setting. (Possibly with a couple of exceptions under state law.) Alternatively, you may have a supermajority or unanimity requirement. That would impede a majority owner from making decisions without a minority owner’s approval.
Questions of selling equity, hiring/firing key employees, incurring debt or acquiring other companies?
You need to be aware if one partner has more decision making power than the other. All parties within the business partnership should have clarity around the level of decision making control they have.
I provide my clients with a list of extraordinary transactions for the business partners to review as they consider business partnerships. These transactions include large decisions like bringing on new partners, spending a certain amount of money, or otherwise making larger decisions. It’s crucial for business partners to get clarity on these matters from the get go!
Additionally, you’ll want to consider equity. Will everyone in the entity have the same class of equity? It’s not uncommon to create an A Class for founders, and a B Class for others buying in later. However, there are so many equity and capital structure variations that they need to be tailored to your specific needs and desires. Keep in mind that this is something that must be decided and created, not something that automatically happens.
Bucket #2 – Economics & Cash Flow
Who holds the purse strings? How does the money flow?
Just because someone holds a certain percentage of a business does not mean they are entitled to that percentage of the split. (If three people own a company, it is not a given that compensation must be split into even thirds.)
For instance, within a business partnership there may be a consideration given for services or contributions in addition to ownership. Whether this is paid as a salary, as a guaranteed payment, or as an additional distribution, it is important to understand how each member of a business partnership will be compensated for their role in the company.
Will the compensation element be directly tied to ownership elements? Or are there other factors that may be just as important, if not more so?
It’s much better to gain cash flow and economic understandings from the outset, rather than assume that others are in agreement and find out later that there are resentments and confusion.
Bucket #3 – What ifs?
What if someone dies or becomes permanently disabled? If someone retires? What if someone wants to leave the business?
One important decision you should make within your business partnership is what will happen if a partner passes during their time as an owner.
If a partner dies and there is no written agreement, their share of the company will pass to their next beneficiary from their will. This could be a spouse, child, or relative. In an instant, your business could have a new business partner who, very likely, knows nothing about the business. For this reason, buy/sell provisions should be included in the operating or shareholders’ agreement for the business partnership protect the other living partner/partners from being forced into a business partnership in which they did not intend to be.
A buy/sell gives partners the right and ability to retain equity by purchasing it from the deceased’s estate. This is a powerful form of protection that can prevent a company from moving into the hands of an unintended party. It’s also a gift to the family, who is able to monetize their ownership and be compensated for their family member’s role. Ideally the estate or family receives fair compensation, and it’s a win/win for both parties.
In terms of being able to buy those shares back, we most often recommend a term life insurance policy that has been set up as a cross purchase. As a funding vehicle it won’t hurt the company’s cash flow, and allows partners to quickly compensate the family and retain shares via a buyback.
To hear more about how disability insurance can come into play, listen to the full episode.
Additionally, you’ll want to consider retirement expectations. Along with retirement criteria, you should discuss potential non-compete/non-solicit agreements. These would come into play if a partner leaves without retiring.
If a partner were to leave, what would happen with their clients? Is there a way to divide the business if members want to dissolve the partnership at some point? Are there buyout provisions in place?
The truth is, there are a lot of decisions to make when it comes to business partnerships. There are too many nuances to just pull a pre-formatted agreement off the internet. You can’t just use the one your friend used for their company. Like with the old Fram oil filter commercial: you can pay your attorney and other professionals now, or you can pay them much more later. That’s what happens when things weren’t done right the first time around. You end up having to clean them up or deal with a dispute.
Listen to the full episode on business partnerships here!
Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.
If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!
Jeff Dennis is the trusted advisor to the CEOs of fast growth companies, where he provides strategic and financial advice. He is a lawyer, serial entrepreneur, best selling author, and public speaker.His book, Lessons from the Edge, is a collection of stories by 50 entrepreneurs who share their biggest mistakes in business and the lessons that they have learned. He’s a sought after public speaker for audiences across the world. Here, he shares about the deal-maker’s paradigm shift that has helped him grow throughout his career.
Creative Problem Solving as an Entrepreneur in Residence
Jeff shares that, early on, he expected to take over the family business. After circumstances changed, however, he had to reinvent himself. This reinvention is what ultimately brought Jeff into the entrepreneurial space.
Now, Jeff is an “Entrepreneur in Residence” with Fasken Law, one of Canada’s largest law firms. He helps them answer the question: How does a big law firm do business with these new tech companies?
These startups often have vast legal needs, but often few resources early in. Although some of them turn out to be unicorns that achieve wild success, many don’t. It’s clear, however, that they have legal needs. Part of Jeff’s role is to enable Fasken Law to meet those needs creatively. He considers himself to be part intreprenuer, as he’s building a small business inside of an institution. He’s part business advisor, as he does quite a bit of coaching and consulting within his work. And he’s part lawyer too, as a licensed legal professional! His journey certainly has been a “typical” lawyer’s journey, but he’s enjoyed his alternate career path.
Some of Jeff’s creative ability comes from a unique deal he crafted early in his professional life. It involved his family’s restaurant business, a massive theater complex raining debris on their patio, and a revenue guarantee that enabled them to sell at a profit. (Curious about the details? Listen HERE to get the whole story!)
Discovering a Deal-Maker’s Paradigm Shift
Prior to Fasken Law, Jeff went through multiple iterations of business. First, he thought of himself as a real estate guy. He was registered with the Ontario Securities Commission as a limited market dealer, and was syndicating real estate.
And then the market crashed. It seemed like everything Jeff was involved with was connected to real estate, and suddenly that was nothing but bad news. Rather than throw in the towel, Jeff set to work reenvisioning himself.
His realization? He was a deal-maker. This paradigm shift allowed him to see that real estate had been a commodity that he was making deals around. Rather than fixate on the commodity (real estate), his world opened up when he realized he could create deals in any sector, with any commodity.
Jeff has since done deals in mining, cosmetics, insurance, stocks & bonds, TV productions, franchises, and more.
If you’d like to hear more about Jeff’s thoughts on the “pound of flesh” required to take investor money in these types of deals, listen to the full episode here!
Always Growing
As he branched into deals, Jeff also worked hard to network and grow professionally. He joined EO (Entrepreneur’s Organization) and worked his way from local leadership to the international board. He wrote Lessons From the Edge, which became a bestseller and launched his speaking career. And he’s since traveled the world, speaking globally.
By using his deal-making skills as a springboard, Jeff has advanced personally and professionally throughout his career.
As he was writing and speaking, he also transitioned into angel investing. During this stage, he worked with early stage companies on commercialization and capital raising. Later, this experience would assist Jeff as he began crafting fixed-fee deals aligned with startup values and needs.
Creating Services & Products That Work
When Jeff talked about how a big law firm tends to deal with tech companies, the only word that came to my mind was “poorly”. Ultimately, law firms expected to operate with large hourly fees. And startups and entrepreneurs that were building tech companies couldn’t afford that.
There was an entire underserved market that was having to forgo legal representation, or deal with minimal legal counsel because it was out of range of their budgets. Jeff brought his deal-making experience to bear. Working within Fasken Law, he developed a concept for a fixed fee model that he knew would attract tech companies.
This creative solution required a great deal of negotiation. As a traditional law firm, they had to let go of “how it was always done” in order to try something innovative and new. From incorporating the company to creating shareholder agreements, creating employee contracts, and building employee stock option plans; Fasken Law became startup friendly.
Jeff shares that hundreds of companies from every sector came through these programs. Because they were structured as fixed-fee offerings that could be customized as needed, they were highly attractive to the startup market.
Ultimately, the deal-maker’s paradigm shift Jeff encountered early in his career has shaped his professional life ever since. There is power in making deals!
Listen to the full episode here!
Corey Kupfer is an expert strategist, negotiator and dealmaker. He has more than 35 years of professional deal-making and negotiating experience. Corey is a successful entrepreneur, attorney, consultant, author and professional speaker who is passionate about deal-driven growth. He is also the creator and host of the DealQuest Podcast.
If you want to find out how deal-ready you are, take the Deal- Ready Assessment today!