As systems become more complex (or V.U.C.A.), such as operating a company or succession planning, there is not a single “One Best Way” that will work in all situations.
Contracting is a capital-intensive and risky business. The construction business is also amazing, with the owners making a good return on their capital.
As contractors plan for ownership transitions, there are seven major stakeholder groups that will sometimes have competing wants and needs that must be identified and brought into alignment.
Contractor Exit Strategy 1 of 6: Wind-Down of the Business or Liquidation. This “exit strategy” can mostly be seen as the lack of a clear exit strategy and plan.
Contractor Exit Strategy 2 of 6: Pass Down to Family. This is a very common strategy for contractors and is successful for those with interested family member(s) who are effectively working in leadership roles.
Contractor Exit Strategy 3 of 6: Strategic Sale to an Outside Buyer. This is what every contractor wants, however, only a small percentage of deals truly fit into this category.
Contractor Exit Strategy 4 of 6: Merging with a contractor that has a complementary market position and management team can be both a great exit strategy as well as an effective growth strategy.
Contractor Exit Strategy 5 of 6: Sale to Management. A very common exit strategy for contractors and one that might be integrated with passing the business down to family or used when there is no family involved in the management of the company.
Contractor Exit Strategy 6 of 6: An ESOP (Employee Stock Ownership Plan) is a qualified defined contribution employee benefit plan designed primarily to invest in the company’s stock.