Join us as Michelle Seiler Tucker shares her insights and knowledge. On each episode, JV interviews a successful entrepreneur or expert on how to grow your business and reach your First Million. This is the show for entrepreneurs and business owners who want to create a positive impact and make their First Million.
Discover the insider secrets as JV interviews the World’s Top Business Experts! On each episode, you get coaching from JV Crum III, MBA, JD, MS Psy and his guests. Conscious Millionaire Podcast provides you with the mindset and strategies you need to rapidly grow your business.
Today’s guest… Michelle Seiler Tucker is the Founder and CEO of Seiler Tucker Incorporated. She holds the M&AMI (Mergers & Acquisitions Master Intermediary) title, as well as Certified Mergers and Acquisitions Professional (CM&AP) and Certified Senior Business Analyst (CSBA). She also owns many other businesses in several different industries. As a 20-year veteran in the M&A industry, she is regarded as the leading authority on buying, selling, fixing, and growing businesses. Her and her firm have sold over a thousand businesses in almost every vertical and have a remarkable track record of success.
Mergers and Acquisitions, Growing and Fixing Business, Planning an Exit Strategy
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Exit Rich by Michelle Seiler Tucker and Sharon Lechter – Get the Book.
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Michelle Seiler Tucker: Build A Sustainable, Scalable, Sellable Business
In this episode, we are going to talk about how you can build a sustainable, scalable and when you are ready, sellable business.
This is JV and I am so excited you have joined me because this is much more than a show and syndicated radio show. It is entrepreneurial training, especially for you. I have an incredible guest. She is the co-author of Exit Rich. This is a book we are going to talk about. It is a book that needs to be in your library. I’m going to tell you right up front. Help me welcome our featured guest.
She is the Founder and CEO of Seiler Tucker Incorporated and holds an M&AMI, Mergers and Acquisition Master Intermediary title. She is a several-year veteran of the M&A industry. Not only that, she is regarded as the leading authority on buying, selling, fixing and growing businesses. She has sold over 1,000 businesses in almost every vertical and has a remarkable track record of success. Michelle, welcome to the show.
Thank you, JV. It is a pleasure to be with you.
I’m an attorney and I have an MBA. I built and sold a company. I have been through this process of exiting. We did exit rich and it was good because we planned. If you have not planned to exit and especially exit rich, it is the day you are going to start planning because that is what we are going to be talking about. I’m curious. How did you get into the mergers and acquisitions, buying and selling of brokering businesses? What attracted you to all of this?
I have always been an entrepreneur. Even as a little girl, I always tell my mom, “Mom, I’m never going to get a job.” She was like, “Why not?” I said, “I don’t want to be told what to do.” I have owned many different businesses in different verticals. I did get a job, though. I went to work for Corporate America. Xerox recruited me. I went into high-volume sales and pretty quickly, my nickname became the closer at Xerox. Every time they couldn’t get someone to close the door, they were like, “Call Michelle. She can get it done.” I got promoted within six months to Regional Vice President overseeing over 100 salespeople. I realized, “What am I doing? I’m on the wrong path. I love entrepreneurship. I need to get back into entrepreneurship.”
I started a franchise development consulting and training company. I was an equity partner with several different franchisors. I had many buyers that kept coming and asking me, “Michelle, do you have any existing businesses?” I kept saying, “No, we do franchising. We specialize in franchising.” I’m like, “I’m turning away a lot of people. I need to open up an M&A division.” That is what I did years ago. I learned that what Steve Forbes says is true. “Eighty percent of businesses will never sell.” That should be a wake-up call for business owners. It should be a slap in the face because you have less than a 20% chance of success when you are ready to sell your company.
That is when I started fixing businesses, growing them and putting them on a build-to-sell program. We partner with business owners. I invest my money, core competencies and resources. We buy businesses, flip them and sell them. We do specialize in buying and selling, fixed and growing. We have a high closing ratio. We can get our clients usually a 20% to 40% higher selling price than what that business appraisees for. That is how I got started in this industry. I can’t see myself doing anything differently. I do multiple different companies that I’m always building to sell myself.
I’m curious because later on, we are going to ask how you can get in touch with Michelle but I’m going to jump the gun here because I love this whole world. I thought about going into M&A because I’m a lawyer. I have an MBA. I sold the company. I had to choose what path do I go on. I’m not because we are still doing that on the back end of Conscious Millionaire at some point. What is the range of the company? If you are reading and thinking, “I might want to get in touch with Michelle,” whom do you work with?
We are industry agnostic but I typically sell businesses that are $10 million and up. Typically, over $1 million in EBITDA. The main reason for that is that we have many buyers for companies that have over $1 million in EBITDA but there is a small percentage. There are over 30.2 million businesses in the United States. A small percentage have over $1 million in EBITDA. I joke and say, “There are more buyers for good businesses than there are good businesses to buy.” My sweet spot is over $1 million in EBITDA. I do have a firm. We have analysts and agents and they sell smaller businesses.
There could be a range or a reason.
If somebody is not quite there, they want to sell their business and they are not quite where they need to be from an EBITDA standpoint, we do have a build-to-sell program that we offer to our clients.
Let’s talk about sustainable, scalable and sellable. Let’s start with sustainable because that is a word that gets thrown around a lot. What specifically do you mean by that, Michelle?
One of the big things is many business owners have created themselves a job. They go to work every day versus a business that works with them. I will give you an example. I spoke to a lady. She has an eCommerce but everything is her. She sells training programs. It is all her. She is on the videos. She puts together the programs. She is the content creator. She has nobody else. She is the brand. Is that sustainable?
It is not sellable.
This is such an important point. Conscious Millionaire will be sold someday because I knew that from the beginning. It is Conscious Millionaire. It is not JV Crum III coaching or anything like that. One of the worst things you can do is, if you are in some service business, name the entire company after you because I had a trucking line called Crum Transport. It is part of the deal. I had to sell my name. In trucking, that’s okay because everybody puts their last name in trucking lines.
What was your tagline, “We pick up the crumb?”
Our tagline is why we were number one in our niche, “Dependable and timely service.” If somebody wants to make their company sellable, let’s go over some of the steps they need to do and some of the elements of a company being sellable.
The first thing you need to do is build a company. I had a dentist that called me. He has been in practice for several years. Three dental hygienists, no other dentist wants to sell. His three dental hygienists are his daughters. I said, “I can sell your business for you. I cannot maximize value because you and your family are the business. The purchase price is going to have language contingent upon you and your daughter staying home for several years.” He said, “We are not staying.” I said, “You are not selling.”
You have to build a business. How do you do that? In Exit Rich, we talk about building a business based on the 6 Ps. This is the solid infrastructure of your company. Number one is people. If you don’t have people in your organization, you don’t have a business or anything sellable. You don’t build a business. You build people and people build the business.
I had three divisions and they were all run by people. That is why I could walk away because I could make myself unimportant after that.
You were working on the business, not in the business. Entrepreneurs have to stop working in it and stop working on their businesses. They have to focus on their strengths, hire their weaknesses, put the right people in the right seats and ask the who questions. Who opens the door? Who handles legal, customer service, manufacturing, logistics and quality control? You should never be next to the who. I start with people because it is the most important. It is the number one reason that businesses are not sellable. Buyers are not buying jobs.
Number two is product. The product is huge and people don’t understand this. When I wrote my very first book, Sell Your Business For More Than It’s Worth, in 2013 and did the research, I learned that 90% of all startups failed within the first 1 to 5 years. When I wrote Exit Rich and did the same research, I remember Sharon Lechter, I was flabbergasted and Sharon was like, “Michelle, they can’t be right. Do it again.”
The business landscape has flip-flopped. Only 30% of startups are going out of business. Of the 27.6 million companies, those businesses that have been in business for 10 years or longer are going out of business. Seventy percent are going out of business. You hear about the big public companies. Toys“R”Us has been in business for 75 years. They go out of business. Kmart, Stein Mart, Pier 1 and the list goes on. The media doesn’t tell you about the private businesses that are exiting poor. Selling for companies on a dollar closing a business is even worse than filing bankruptcy. The number one reason for this is the lack of AIM. AIM is Always Innovate and Market. Businesses stop innovating. What does Toys“R”Us do new?
That is what I was hearing, Michelle. It is a lack of relevancy in part.
The lack of relevancy and innovation. It is the lack of asking your clients. “What do you need? What do you want? How can I make it easier for you to do business with us?” There is no loyalty anymore. The company that makes the easiest for the consumer to purchase products and services is a company that is winning. Amazon is winning because they make it easy.
You can practically buy a horse on Amazon and have it delivered in two days. Product is the second P. You need to know the relevancy of your product, service and industry. Is it on the way up? Is it on the way out? Do you have an Amazon when you are in your prime? You sell when you are in your prime and you know that because you sold your company when it was in its prime.
That is when we sold it. We worked on our cashflows, they were escalating and we went boom.
That is important because businesses have life cycles as humans do. I will give you a quick example. Toys“R”Us in 2015 was near the adult stage. I call the adult stage your prime. This is when you are at the best of your best. It is not going to get much better than that. In 2015, Toys“R”Us was doing $11.5 billion in revenues. What comes after adult? Senior citizen. One year later, Toys“R”Us filed bankruptcy after having the highest revenue year ever. What comes after senior citizen? Death. In 2016, Toys“R”Us closed 1,500 locations in 3,500 countries and died.
Along with its founder, ironically. The founder either died a couple of months before or after the bankruptcy. There was a similar decline.
That is when you sell in your prime. You have to ask yourself, “Is it on the way up or on the way out?” If you have an Amazon, sell it. If you have a Blockbuster, don’t sell. You need to innovate. I always tell my clients, “Ask yourself three transformational questions.” Amazon did this back in the ‘90s. Ask yourself, “What business are you in?” Amazon said, “We are in the fulfillment business. We fulfill book orders.” The second question, “What do we do better than everybody else? What are our core competencies? What is our USP?” Amazon said, “Fulfillment. We do it better than anyone else in the world.” The third obvious question is, “What business should we be in?” This is where you should pivot. Amazon said, “We should fulfill products for everyone all around the world.”
These three transformational questions transformed Amazon from a small book fulfillment center to the multibillion-dollar worldwide conglomerate that they are now. The other thing with products is you can’t have one profit center. You got to have multiple sources of revenue. Many businesses failed during the pandemic because they have one way they get paid. You always got to have congruent revenue centers.
What is the next P?
The next P is Processes. You can’t run a company without processes. You will never be scalable and sellable without processes. I encourage everyone to go back to the basics and ask themselves, “What do you want your customers to experience?” Design your processes around the customer experience, not your agenda. If you don’t create wow experiences for your clients, you are going to lose market share. They must be productive, effective, efficient and well-documented. The fourth P is the highest value driver and I will give you a crash course on valuations if we have time.
Businesses under $1 million in EBITDA will typically trade from a multiple of 1 to 3.5 times EBITDA depending upon the proprietary assets unless you are in SaaS. SaaS is the only industry that gets a multiple of revenues. Businesses that have over $1 million in EBITDA typically store at five and up. The proprietary assets, which is a fourth P, Proprietary, are the synergies in your company that can take you from a 5, 7, 10, to 15 multiple. This is the most important section you need to read.
It is because this is going to have everything to do with what you are going to get paid.
There are six pillars to proprietary. This one takes me the longest and the other two pieces are quick. Branding is extremely important. The more branded you are, the more I can sell your company for as long as your brand is relevant in the mind of the consumers. Is anybody paying any money for Blockbuster?
The most valuable brand in the world is?
I’m going to say Amazon but what are you going to say?
It is the other A, Apple.
I should say Apple because I got 2 Macs, 2 iPads, iPhone 12 and I’m already on the AT&T plan that I can trade out and get the iPhone 14, which I can hardly wait for. As we are doing this, on the verge, Apple is reconfiguring its Mac. It is coming out with a new chip. I’m like, “I’m going to be one of the first people to buy this.”
It is innovation. You are either growing or dying. There is no in-between. $359 billion is what the Apple brand is worth without anything else such as assets, cash, real estate and inventory. Build your brand. Trademark is huge. Trademark your company name, podcast, slogans and products. Everybody forgets to trademark their products.You're either growing or dying. There's no in-between. Click To Tweet
Here is the biggest mistake that business owners make, JV. They think of a name. They were like, “This is a great name. Let me go to GoDaddy and see if I can get the dot-com.” They go and get the dot-com. They were like, “Yes, winning.” They go to their state. They get a state trademark and guess what they forget to do?
USPTO.gov, I’m researching in there. You better believe Conscious Millionaire was trademarked. We have got the longest trademark. My other trademark, Conscious World, is my foundation and my next company.
As an attorney, you know the importance of that because if you don’t get the federal trademark and you can’t prove it, maybe somebody had this before you. I have seen companies being in business for several years and received cease and desist letters. They have hired an attorney and spent money. In many cases, they will lose. Protect your assets.
We have a company that has twelve products. Each product is exclusive to retail train stores. One is in Walmart and one is in Target. We are selling them for about $60 million. Aged product has a federal trademark. Patents are big. Make sure you have patents. What does Short Tank always ask? “Do you have a patent on that?” We sold a manufacturing company that wasn’t making much money but they had eighteen patents. We sold it for $18 million.
That is the whole world of intellectual property.
You need to hold your intellectual property in a separate corporation. Do not co-mingle these assets. It is important. Contracts, manufacturing, vendor distribution, franchise or with franchisees, client contracts are the most valuable, especially if they have a subscription model with reoccurring revenue. Here is the caveat to contracts.
JV, you are an attorney. You probably know this already. In my several years of experience with 1,000 transactions, I have never seen a business owner get this right. You need the two-sentence clause that says, “This contract is transferable to the new entity.” Ninety-eighth percent of sales are asset sales, not stock sales. It’s if your buyer doesn’t agree to a stock sale and consent to transfer or you got too many clients to ask. We have a customer. They were selling their business and have 2000 clients. None of the contracts are transferrable.
You, as the owner, may not want to do the asset sale but the buyer wants to do an asset sale. If you do a stock sale, you assume all the liabilities. If you do an asset sale, you get rid of the liabilities. That is what you want to do as a buyer.
If you don’t have that transferability in your contracts, it is going to be a big issue.
It is not an asset that can transfer.
If you only got 5 or 10 clients, you can probably get the consent to transfer easily. If you got 1,000 to 2,000 clients, it is a nightmare. Be proactive and get that. Databases are huge, JV. You could be losing money and sell your company for millions or billions. Facebook paid $19 billion for WhatsApp. WhatsApp was making how much money? They were hemorrhaging.
The database should be a separate company. You can’t get sued and lose your database.
They sold for $19 billion because they had a synergy. That is what we are talking about. They had a billion users and Facebook knew they could ROI and monetize on that synergy. They paid $19 billion for it. Celebrity endorsements are huge. We have a client that has products with Oprah. There are five different types of buyers. Strategics will pay a lot of money for celebrity endorsements because they want to get their products in front of the queen of everything.
You are a radio personality. I once had a skincare company that had some of the biggest radio celebrities and radio personalities you could think of. They owned those time slots. That is prime freaking digital real estate that nobody can bump them off of. Strategics were offering a lot more money in our bidding process because they wanted to buy that air time and eCommerce businesses.
Think about this. Let’s say you manufacture pillows and you are number one on Wayfair or Nancy. You manufacture coffee pots and you are number one on Amazon. I could go on and on and talk about content if you are an engineer with blueprints and all this other stuff. These are your proprietary assets that synergies, competitors and sometimes PEGs Private Equity Groups will pay a lot more money for. This is the number one value driver.
I want to go ahead and ask this. Michelle, will you come back in a few months and do another show because this is such important information that you have got?
I would love to. I would be honored. Thank you. The fifth P is Patrons. It is very quick. Most businesses follow the 80/20 rule, where 80% of their business comes from 20% of their clients. They have customer concentration, not customer diversification. We were selling a media company that had only five clients, JV. We were selling them for about $15 million. They have five clients because they specialize in casinos. They lost 2 of the 5. Their revenues dropped in half and EBITDA dropped in half. You have to have customer diversification.
The last P is Profits. We are all in business to make money. However, lack of profits is never the problem. It’s always the symptom of not running on one of the other five Ps. I have clients that come to me all the time and say, “Michelle, I have a profit problem.” I’m like, “No, you got a people problem or a process problem.” I could come back, JV. We could give people a challenge to operate on all six Ps.
The relationship that you are talking about on profit is people want to look at the result that they are wanting but there is always a cause and effect. We are here with Michelle Seiler Tucker. She is the co-author, along with Sharon Lechter, of Exit Rich. This is a book I have. I want you to have it. You got some special bonuses that we are going to give away. We are going to tell you how to get Exit Rich and get all these bonuses. It was $50,000 worth of bonuses.
If you have joined us, you are going to want to read this entire blog. It is going to change your business. It is going to make it worth a lot more money. It is going to start telling you what you need to do. You can exit rich. Go to ConsciousMillionaireShow.com. Scroll down to the title, Build A Sustainable, Scalable, Sellable Business. You got to read all this show and you are going to read it a couple of times because there is so much detail. Michelle, let’s talk about your book for a moment and how does somebody get it and get all these incredible bonuses?
First and foremost, Exit Rich is an Inc. original, now a Wall Street Journal bestseller plus a USA Today bestseller, endorsed by Steve Forbes, who says, “Exit Rich is a gold mine for all entrepreneurs as they leave way too much money on the table for the sell of their business.” My co-author, Sharon Lechter, wrote Rich Dad Poor Dad with Robert Kiyosaki, CPA and financial literacy expert. She writes some Mentors Corner after each one of my chapters. In addition, Kevin Harrington, the original shark on Shark Tank. Jack Canfield, Mark Victor Hansen, Tom Hopkins, Brian Tracy and Les Brown.
Every one of those has been a guest on the show. These are the people I hang out with. Jack came back when he added another 100 pages. If you don’t have Success Principles, I joked with Jack and said, “You sold 3 books for the price of 1.” It was 600 pages long and he added another 100 pages. How does somebody get Exit Rich and get these bonuses?
For anyone that lives inside the United States, I encourage them to go to exit ExitRichBook.com. Outside, go to Amazon because of shipping fees. ExitRichBook.com, $24.79 plus shipping. We will email you to digital download, ship the hardcover to your doorstep and give you a lifetime membership into the Exit Rich Book Club, where there is video content made doing deep dives, different techniques and strategies.
Plus, documents to operate your business and sell your business. We have sample employee handbooks, policy and procedure manuals, SOP checklists, letters of intent, purchase agreements, due diligence checklists and closing documents. All of those documents to operate and sell your company are at Exit Rich Book Club. They are there for your review and your download.
This is thousands of dollars.
I would say over $50,000, at least. Most closings that we do are at least $65,000 for all the closing documents and the due diligence. Over $50,000 worth of value right there. Plus, we are giving you a 30-day free membership into Club CEOs, which is an entrepreneurship mastermind where we do hot seats and Q&As. We ask those transformational questions. We can help you build that sustainable, scalable and sellable business.
I’m going to turn it over to you for the 24-hour challenge. What is the challenge you have for everyone?
I’m excited about the 24-hour challenge but I have to explain it. The 24-hour challenge is I want everyone to create your GPS Exit. Let’s explain the Seiler Tucker GPS Exit Model that we outline in Exit Rich. JV, when you want to drive somewhere, I’m assuming you don’t pull out your map anymore. I’m assuming you pull out your Apple.
I don’t even use the navigation on my SUV because the Apple phone is much easier. I go, “Where do I want to go?” I sit it down and it tells me what to do.
I was on a podcast and go, “You go to Google Maps.” He goes, “No, I still use a map.” I’m like, “Who still uses a map?” You go to Apple and Google Maps. What do you plug in, JV?
You plug in the address you want to go to, the exit plan.
If you don’t plug in a destination, what happens?
You collect the scarecrow in the Wizard of Oz. Any direction would be as good because you don’t know where you are going.
Most business owners don’t plan to fail. They failed a plan. They don’t have a destination. They are driving in circles, driving up and down the financial hills to end up nowhere. I want you to figure out, “What is my destination?” Stephen Covey says, “Start with the end of the mind.” What is your destination? What is your endgame? What is your desired sales price? Pick a number. JV, everyone always gets hung up on a number. Don’t get hung up on a number. You can adjust it along the way. Pick a number is my challenge. Let’s say you want to sell your business for $20 million. There’s a number. What does a GPS Exit Model need to know next?The problem with most business owners is they fail to plan. They don't have a destination, so they're driving around in circles, driving up and down the financial hills to end up nowhere. Click To Tweet
You got to know something about revenue, profit and cashflows. What is your next one?
The GPS Exit Model always needs to know where you are starting from. What is your current location? In other words, what is your current evaluation? What are you worth now? I don’t know if you know this but most business owners have never had a business evaluation until they think about selling. That is financial suicide.
We go to the doctor once a year to get an annual physical to make sure our heart is still ticking and we are still kicking. We take our car to a mechanic to get an annual tuneup but we take our most valuable possession, which is our business. We don’t get an annual financial evaluation. That is financial suicide because there are events that increase valuation and events that decrease valuation. You need an annual valuation checkup. You want to sell it for $20 million. I need you to get an evaluation and figure out what your business is worth.
This is a 24-hour challenge. You can call me if you need help but let’s say your business is worth $5 million. You want to sell it for $20 million. The next step in this process is the timeframe. Let’s say it’s $20 million worth. For $5 million, you want to sell in 10 years. The next step is to identify whom your buyers are going to be. JV, you notice I said, “Buyers.” I have clients that call me all the time and say, “Michelle, I already have the buyer. I need you to represent me.” I’m like, “No, I won’t do it.” They were like, “What do you mean you won’t do it?” I said, “I won’t do it unless you allow me to put it on the market.”
Here is the problem. I’m going to go in, inspect your business and evaluate it on the six Ps. Most businesses run on 3 cylinders, not 6 cylinders. There are going to be some tweaking and fixing along the way. I have to go through your financials. A lot of times, the financials are not always in order so I have to clean your financial house. We have to start the data room and create all the due diligence items.
I can promise you the likelihood that that buyer’s going to close on the sale of your business slam to none. You want to have backup buyers. Plus, how can we maximize value and create a bidding board if we don’t have competition with a party of one? There are five types of buyers. I want to go through this real quick because this is part of your challenge.
Ninety percent of buyers are first-time buyers. They don’t buy $20 million companies. They buy ice cream from stores, restaurants and dry cleaners. Turnaround specialists are number two. They buy distressed assets. They don’t buy multimillion-dollar companies. Number three is PEGs, Private Equity Groups. They buy based on platforms and add-ons.
Let’s say they want to get into the trucking industry and they don’t have a trucking platform. They won’t even consider your business unless it has at least $3 million in up in EBITDA. If they are already in the trucking industry, they will consider add-ons for under $1 million in EBITDA. For other buyers, strategists and competitors pay the highest multiple because they are buying synergies like those patents, contracts and databases that will catapult their business to the next level. They will pay a higher price. Plus, they are looking at what they can take advantage of on economies of scale and what infrastructure they can cut in, which to decrease overhead and increase EBITDA. They typically will pay the highest multiple.
The last type of buyer is what I call storm chasers. These are the cash chasers. They are serial entrepreneurs and industry agnostic. They chase cash. You have to look at these five types of buyers and say, “Which set of buyers is going to be right for my business?” The next step is now that you have your GPS Exit Model, you need to figure out if you want to sell for $20 million, “Where are my gross revenues, cogs and operating expenses?” Most importantly, where is your EBITDA need to land? To sell for $20 million, you got to have an EBITDA between $4 million to $5 million, depending upon your synergies.
The last step is what characteristics are the most important? What synergies are the most important to these buyers? Build your business to meet their specific criteria. That is the ultimate game in the GPS Exit Model. The last step is what is your why? Why do you want to sell for $20 million? If it was easy, everybody would be doing it. You have to have a powerful why to keep you in the game, keep you motivated and keep you weather in all the financial storms. My 24-hour challenge is to plan that GPS Exit Model for yourself.
I want to mention this again before we are through, ExitRichBook.com. That is where you want to go. Get the book if you can if you are in the United States because you can get all these bonuses. I want to take a moment before I say goodbye and thank you for showing up. I want to give you a virtual hug. I want to send you some love because we all need love. I want to love you for showing up in the world to make a difference to put more money in the bank so you can grow your company and get a life that truly fulfills you.
I want to thank you for showing up for yourself, Not Michelle, not JV. You showed up for yourself. There are no accidents. This is probably one of those episodes you are going to want to read twice. You want to get the book, ExitRichBook.com. It’s an incredible book by Michelle Siler Tucker and Sharon Lechter. I look forward to connecting with you on the next Conscious Millionaire. Michelle, thank you so much for being our featured guest.
Thank you, JV. It was a pleasure. It was a lot of fun.
It was a lot of great information as well, Michelle.
- Exit Rich
- Seiler Tucker Incorporated
- 6 Ps
- Sell Your Business For More Than It’s Worth
- Conscious World
- Build A Sustainable, Scalable, Sellable Business – Conscious Millionaire Podcast Episode
- Rich Dad Poor Dad
- Success Principles
- Amazon – Exit Rich
- Club CEOs
- Seiler Tucker GPS Exit Model
- iTunes – Conscious Millionaire
- “Born to Make Millions” Hypnotic Audio
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