Continue building value in your business, yourself and your key team members with a good succession strategy.
All other factors being equal, a contractor that can accelerate growth after the purchase will -- in most cases -- be able to pay for the business quicker.
When a contractor goes through an ownership transition, the business itself is the proverbial goose laying the golden egg. Remember the basic math formula for ownership transitions and use this simple calculator as a starting point.
The tax code is complex and that can make deal structures overly complex. The legal system is just as complex. Trying to get every possible issue contingency covered can also make the deal structure extremely complex.
As a construction company grows, it becomes increasingly important to align everyone on the team. Alignment comes from being transparent with your guiding principles or values and living them every day, starting with ownership.
While different, buyers of a construction business have just as many risks as sellers. Deeply understanding the risks for both parties is a great start to creating the foundation of a deal.
Whether you are buying or selling a construction business, it is important to understand the perspectives of the other party. Each will tend to discount the risks of the other, impacting the ability to create the best deal.
Whether you are focused on growing profitably or preparing for an ownership transition, the strength of your team and organizational structure is a major factor.
Organizational Development OrgDev Succession Talent Value Stream (TVS)As contractors look at their organizational structures with an eye toward both sustainable growth and succession, they must balance the efficiency a functional area structure provides with the leadership development of a business unit structure.
Governance structures including the board of directors, policies, information flow, operating rhythm, and decision rights must continually evolve through each stage of growth and ownership transition. The first board is typically driven by a transition.
governance ownership transition successionIf a construction company is growing at 15% per year, then it will double in size about every five years. Therefore, in general, every position must be training at least two people that will be capable of succeeding them within five years.
Organizational Development OrgDev Recruiting Succession Talent Talent Value Stream (TVS)