Gary Nealon started selling ready-to-assemble kitchen cabinets under the RTA Cabinet Store brand. It was around the time HGTV was taking off on a steady diet of home improvement shows. Nealon was contacted by one of the show's producers who had a last-minute request for a shoot where they needed kitchen cabinets. Nealon scrambled his team and delivered.

This week's episode of Built to Sell Radio features David Amigo. He co-founded Carolina Country Homes, a modular home dealer. Amigo grew his company to $10 million in annual revenue but never loved the modular home business where red tape and financing challenges are commonplace.

Before the pandemic, fancy salad bars were popping up in major cities across the US, making the category one of the fastest-growing sectors of the restaurant industry. Despite their popularity in major cities, when Ana Chaud moved to Portland, Oregon, she was surprised to see a shortage of good salad options. 

Back in 2004, John Moore started 3D4Medical.com, a company that created three-dimensional models of the human body, photographed them and licensed the images to textbook publishers. When the Great Recession hit, Moore’s business took a turn, and he realized he needed to re-invent the company.

We talk a lot about how you sell a business, but the real satisfaction comes when exit and expectations match.

If too many cooks spoil the broth, can too many owners derail a sale?

How does an event with thousands of attendees, millions of dollars in revenue, and keynote speakers like Richard Branson give its founder nightmares?

CJ Whelan and his co-founder evolved a typically “free service” into something that customers were more than willing to pay for – and remain loyal.

Alex Bates’s company used Artificial Intelligence (AI) to predict the future, but even he couldn’t have anticipated a 10X payday when he sold his business.

Andrew Lamppa wanted to sell his restaurant within two years of buying it, but it would take another twelve before he had something an acquirer wanted to buy.

Kogentix’s product and service offerings may be complex, but their huge growth resulted in an ending that’s easy to understand—an acquisition by the biggest digital marketing agency in the world.

Find out how Erik Van Horn went from running a business for only two hours a week to making an eight-figure exit.

Kenan Hopkins spent 7 years paying what he calls “the idiot tax”, until he learned the more efficient way to run a business.

Strategic acquirers will pay more for your company—here’s how to make your business irresistible to them.

From the acquirer to the seller, Ross Buhrdorf bought more than 25 companies at HomeAway, then sold his business to Expedia for a whopping $3.9 billion. Now, he’s sharing his secrets – from both sides.

Connie Fenyo went all in, risking everything to purchase Dye & Durham. And when buyers came knocking, her gamble paid off.

Building a sellable business doesn’t have to take years. Drew Kraemer received his first acquisition offer nine months after he started Marketplace Strategy.

The two founders of Stelligent were burnt out running their consulting business until they agreed to stop doing one thing that changed just about everything.

From an agile SMB to the big, corporate environment of one of the Big Four auditors – this business owner learned negotiating a price is only half the battle.

Turning business down can be tough for an entrepreneur, but Mitch Durfee learned the hard way that saying ‘yes’ can lead to disaster.

From raising $28 million to dealing with a less-than-friendly departure of a partner, find out how Mitchell Reichgut built Jun Group to sell.

Procrastinating the sale of your business? One entrepreneur shares a cautionary tale that reveals the best time to sell your company may be when someone’s willing to buy it.

How do you place a fair valuation on your company when one partner wants out while the other is ready to continue?

When is the best time to start thinking about an acquirer? For one company, they had it on their agenda since day one.

You’re excited to get an offer for your company, but it’s not what you had hoped for. You’re tempted to react with righteous indignation – but is that really the best way to maximize an acquisition offer?