Sunny Vanderbeck was growing Data Return 40% every quarter when he took the company public in 1999 on the way to a market capitalization of more than $3 billion. Until the bubble burst.
O’Neil-Dunne was able to patent his technology and create a competitive advantage by learning the “patois” of his industry. Here’s how.
In 1999, Peter Kelly was at Stanford business school when he and two partners spotted an opportunity to remake an industry – used cars.
Mark Deutschmann started Village Real Estate in 1996 and by 2018 he had grown it to 350 salespeople. Then six of his agents decided to compete with him. Anyone would be upset, but you’ll be surprised at what Deutschmann did next.
Glenn Grant always assumed he would sell his company for a multiple of EBITDA… until private equity firms started talking multiples of revenue. He decided to learn more.
After falling ill, Nation Leagues owner, David Heimlich, needed to sell his business – but to his surprise, it was worthless. He learned the hard way why you can’t be the center of the business.
When Tommy Berretz had his successful swimming pool company valued, he had just one (big) problem: he didn’t like what he found out.
John MacInnes pulled his business out of a rut by evolving into a subscription-based model. Here’s how he did it.
From a standing start, Dinesh Dhamija grew European online travel agency eBookers to more than one billion in sales in just five years.
Matt Slaine used his wisdom from Wall Street to buy the perfect company, and later sell it for a perfect price.
James Roman grew iVelocity’s revenue by a whopping 1000% - was the stress that ensued worth it?
Matt Darby was burnt out and wanted to sell the business – even if it wasn’t for cash.
Kristin Delwo co-founded Stacks, a software used by librarians. Though the software was still early in its life, Delwo wanted to scale quickly and decided to look for a deep-pocketed acquirer.
Sometimes you don’t have to look far to find the perfect buyer – but you do have to be flexible.
Altia systems has just crested 20 employees and was fine tuning the latest version of its camera system. So how on earth did it sell for $125 million?
Want to bring in a President to run your company day-to-day? Here’s how to get it right.
So, your business is ready to sell. But are you? Here’s the other side of the ledger you may have forgotten to consider.
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.