Built to Sell Radio just dropped a year-end special that pulls the strongest moments from 2025 into one episode.
Across four formats (Exit Story, Inside the Mind of an Acquirer, Mastering the Deal, and After the Deal), you discover how to
If you’re feeling a little queasy about the pace of change, you’re not alone. AI is accelerating competition in almost every market, and it’s making some business models feel irrelevant almost overnight.
In this episode of Built to Sell Radio, John Warrillow talks with Ryan O’Leary, who saw a similar wave coming in payments when Shopify started bundling merchant processing into its plans. O’Leary chose to sell before the shift crushed margins, structuring a deal that put most of his cash in hand up front. In this episode, you discover how to
• Decide whether to raise capital, hire a CEO, roll equity, or sell
• Spot the early signals that a platform is about to “bundle” you into irrelevance
• Run a tight sale process with a short target list and still generate multiple LOIs fast
• Negotiate for deal structure that protects you, not just a higher multiple
• Limit earnout risk by keeping the earnout short and the rules hard to game
• Separate emotion from the numbers so you can negotiate clean
• Keep your team aligned through the transition by sharing upside, including the earnout
Most experts who start a practice or studio end up trapped by their own success. The schedule is packed, the waitlist is long, but every dollar still depends on them showing up.
In this week’s episode of Built to Sell Radio, John talks to a physical therapist who turned a fully booked, owner-dependent practice into a boutique fitness business with recurring revenue, a second-in-command, and a clean exit on her terms. After a first deal collapsed on closing day thanks to a last-minute bank clause, she went back to market with three non-negotiables and still got a seven-figure outcome.
In this episode of Built to Sell Radio, John Warrillow sits down with Ujwal Arkalgud, who built the same company twice. Chapter one was a classic problem: a profitable, founder-heavy services firm with impressive EBITDA but a ceiling on valuation. Chapter two began when he turned that service into a productized offering, transformed how customers bought his work, and ultimately sold for more than 15x EBITDA — roughly three times the offer he received as a simple service provider.