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Post-Exit Landmines and How to Avoid Them, with Thinc Strategy’s Cindy Anderson

Cindy Anderson, Thinc Strategy, Deal Closers Podcast

Many founders who are building up their businesses want to sell one day. It sounds like a dream, and it certainly can be.

But the reality is it can also be very complicated, and not everyone is ready for the mental gymnastics and identity crisis of not leading your own company any more.

So how can we best prepare for the exit and train the next owners as well, so the company’s next phase is set up for success?

Cindy Anderson is the Founder and CEO of Thinc Strategy, which helps owners and leaders intentionally create the value they want for themselves, their team, and their business through every life cycle of the business.

This episode of Deal Closers is hosted by Izach Porter, brought to you by, and is produced by Earfluence.


Cindy Anderson – 00:00:05:


Most entrepreneurs, and I would include myself in this. We’re probably pretty good at inspiring, building relationships, you know, building teams. We’re not so good at maintaining. Right. We like to change. We like to constantly be moving and shaking. The reality is when you get to a certain size and I would say probably, you know, it’s different for different businesses. But 8 to 10 million is definitely a time where you got to be a little bit more than an entrepreneur.


Izach Porter – 00:00:42:


You’re listening to the Deal Closers podcast brought to you by, a show about how to build your e-commerce business to be profitable, scalable, and one day even sellable. I’m Izach Porter, and today’s guest is Cindy Anderson, CEO of Thinc Strategy, which helps owners and leaders intentionally create value they want for themselves, their teams and their businesses through every lifecycle in the business. Cindy has helped guide businesses through dozens of exits. Something that she’s found while getting across getting all these deals across the finish line is that while the sale is can be challenging, some of the most interesting challenges come up after the acquisition has been completed and in that transition phase. And sometimes what happens after that can be even more challenging than the sale process. And that’s what we’re going to talk about today. The mental gymnastics of no longer owning a company that you founded, as well as how to train the next owners on how to run the company. Cindy, welcome to the Deal Closers podcast. Great to be speaking with you and thanks for being here.


Cindy – 00:01:53:


Thank you, Izach. It’s my pleasure. I love this topic and I hope that it brings some value to folks out there that are thinking about their business, whether today or in the future. Exiting their business.


Izach – 00:02:06:


Yeah, absolutely. Yeah. And that’s a topic that I love as well. You know, most of the listeners for our show want to build their companies up to sell them one day, or they’re looking for a company to acquire. There can be complications and some nuances in that process that require, you know, guidance and some advice from people who have been through the process a lot. So maybe just to give us, you know, just to kind of level set a little bit, can you talk about some of the companies that you’ve helped sell and maybe identify some of the challenges that they weren’t expecting?


Cindy – 00:02:44:


Absolutely. You know, your listeners, as you were describing them, is exactly why I got into this business. I’m actually a certified public accountant. I had been, CPA, worked in both private and public. Been a CFO, done all of that sort of stuff. But in my public accounting days, when I was helping a client and they were thinking about selling their business, they really just didn’t have somewhere to go to talk about it before they wanted to sell or before they wanted to buy. You know, a lot of buyers just go out there, oh, I really like that person. I really like that company. Let’s talk about merging with our company and really do it because they like a person or like a business. But underneath it all, it might not be a good fit for them and what they’re really wanting to do long term. And so I kept seeing these transactions and thinking, oh, my gosh, there’s such a better way. And, you know, I always tell people start with the end in mind, even when you start your business. Because if you always think about, well, one day when I exit this business, no matter how many acquisitions I do along the way, no matter how many internal type transitions I do with stock options or stock. Transition or something like that, I’m always going to think about I’m going to exit this someday and think about it as a third party. Because if you think about it as a third party, you’ll leave your mind open to kind of independently thinking about what’s best rather than looking at it very personally. Most of my career has been spent with professional service corporations. I don’t do manufacturing and retail. It’s more technology, science, bio, engineering, architecture. It’s marketing businesses. It’s businesses that have some relationship. To the human being as their capital. And that is what they’re selling is expertise. And so we’ve helped. I personally helped hundreds of companies either help buy other businesses and build a strong acquisition strategy or. To sell their business, whether it’s to private equity, to another firm that’s similar to them, or even internally or to an ESOP. And so it’s a process that you have to think about when you start your business and every decision who you hire. The types of clients, what your geographic footprint is going to be. All of that matters to the bottom line value of your business and how easy it’s going to be able to transition in the future. So there’s a lot of things to ask yourself along the way.


Izach – 00:05:20:


What do you see as some of the lowest hanging fruit for someone who wants to start getting ready to sell their business, preparing to go through a potential exit process? Where do they start? What are some things they should be thinking about, whether it’s legal structure or contracts or potential issues that can come up in due diligence? What do you see as some common threads?


Cindy – 00:05:43:


Yeah, first of all, I think that start thinking about it a couple of years. At least before you actually want to do something. I always say at least five years because they’re going to want you most likely to stay in the types of businesses that I work with. And so they’re going to want you to stay anywhere from 18 months to five years. We don’t ever try to- We always work with our clients, not do any kind of commitment beyond five years because it’s very difficult, especially for entrepreneur types. To work for someone else. And it’s a long time. But the reality is that the best thing that you have to do is run a good business. That could run without you. So many of us get caught up in the ego of I’m the professional and clients hire me, hire the firm because I run it. Those sorts of things are not going to bring you value. They’re not going to help you. And it just breaks my heart when a seller starts talking that way to a buyer because you’ve just discounted your value significantly to make it about you. Make it a business. Have processes. Know your intellectual property. In other words, you might not have legal IP, but you know where your assets are. You know where your greatest gifts are. You know where your holes are. Make sure your accounting is in good shape. Make sure your HR files are in good shape. Make sure you have a good legal team that’s going to help you as well. Make sure you have. A good advisor helping you through the process. But the low hanging fruit thing to do is really look at your business from an objective perspective. How are we running it? How could we be better running it? Am I, am I delaying decisions because of someone in my organization or some people in my organization that don’t want to do things? But in the end, that’s going to devalue my business. Make sure you have good teammates on your team, especially if you don’t want a long transition yourself. The more you can sell the people that are working with you, the better for them long term and the better for the buyer. So I think looking at your process is looking at your people and looking at what you have that will add value to another organization. And being able to articulate that when you’re ready to go to market is going to be key.


Izach – 00:08:04:


Yeah. Okay. I want to unpack a couple of things you said there. So we’ll come back to these. So one is you made a distinction between IP and legal IP. And I think that’s really interesting. I want to ask you a question about that. There’s the legal IP that we all think about, trademarks, patents, but there’s a lot of other intangible assets that really are valuable to a business. You mentioned processes. What are some other kind of non-legal IP, but really intellectual property, specific, valuable assets of a business that you see in these service companies? Because my world is really technology, digitally native businesses. And I think we see a lot of those same things. I’m interested in what you’re kind of focused in on.


Cindy – 00:08:48:


Yeah, you know, anything, a process that you have that improves efficiency or helps your quality control. Process is going to be strong. So I’ll give you an example of one we had a couple of years ago. The company was a little less than 100 people, and they had developed, put a lot of money into technology advancements, AI, even at that young stage. And they also had put a lot of money into building a university within their organization. And it was a beautiful process of basically when a new employee comes in at a certain level, they get this certification and then we offer them the next certification. And so you’re really advancing your employees at the same time that you’re advancing your business and your ability to spread your business and expand. This was something so unique. Within the industry that they were in, that when we went to market, we really talked about that a lot and it really created a buzz. It was an add back to EBITDA. The money that we spent to invest in that did not hurt us. We were able to say we spent, you know, four hundred and fifty thousand dollars to put this in place over a three year period. And they were able to show that value. And so to me, it’s putting systems processes in place. It’s also being really smart about where your business works. And where your business doesn’t work. Having those kinds of key performance indicators that you can hand over to the buyer and say, this is what we know about what we do and why we’re good in this area. This is where we could really find value. With you. So being really clear about the type of buyer you want to, because don’t look for a buyer just to buy your business. Look for a buyer that’s going to make maybe scale it even further to help put more money in your pocket, but also create a greater opportunity for your team.


Izach – 00:10:54:


Yeah, absolutely. And maybe you retain some equity and get some of that upside. You talked about the founder taking themselves out of the day-to-day operations and handing more control over to their teams and how that can drive value through a process. I guess two parts to that question is, how hard do you see that? Being for companies, maybe it’s a three-part question even, do you see kind of a revenue size range where it’s really important? Like, you know, once you get from around eight to $10 million, you’ve got to have another layer of management in there, for example. Are there any common threads within kind of professional service corporations that you’re typically working with? And then how resistant are some founders to doing that? And then how does that impact buyer? So let’s just expand on that topic in general, because I think it’s so important. It’s a great topic.


Cindy – 00:11:48:


It really is, Izach, I mean, I feel like this is the least known, really… Smart thing to do before you sell your business. Is to actually put in a CEO, a professional CEO. Make sure you want to sell it. You know, a lot of owners don’t realize that you don’t necessarily have to sell your business today. If you have a number in mind and your value is not there yet, maybe a strategy is actually put in a CEO, a professional who can help you scale it and grow it. Because most entrepreneurs, and I would include myself in this. We’re probably pretty good at inspiring. Building relationships, you know, building teams, we’re not so good at maintaining. Right. We like to change. We like to constantly be moving and shaking. The reality is when you get to a certain size and I would say probably, you know, it’s different for different businesses. But eight to 10 million is definitely a size where you got to be a little bit more than an entrepreneur. You’ve got to be. Able to run an operation. You’ve got to be able to manage people. Manage the process and all of those sorts of things, really know your business. And for some folks, it’s not that they can’t do it. It’s just not what they want to do. They like to go out and get the next thing. So maybe one of your strategies, I’ve seen a lot of CEOs successfully move into strategy roles where they take on more, we’re going to focus on the acquisitions of our business. I’m going to put someone else in play. As the CEO to run this business or a president or chief operations officer, whatever that is. I think most people who own a business, that’s hard for them. But I will tell you that it is so interesting when we start talking about with our clients, before you sell, have you thought about maintaining your ownership? But then, to get it up to this other value and maybe putting someone else in. The first reaction is, you know, that’s a great idea. I just don’t know that I could find anyone that can do it. You know, that’s usually the reaction. And I understand that reaction. Nobody’s going to do it like you do it. So the things that you have to mentally prepare for. Is you have to allow that person to be. The leader of the company. But you have to put… Rules in place of what decisions they aren’t allowed to make without talking to you first. You still have the fiduciary liability of all of this. But I would say that with good structure and the right people, and not just putting people in that role that’s worked for you for 20 years, that you just really like a lot. It really needs to be someone who can really run a company and do something with it that maybe I can’t do or wouldn’t want to do because I want to change all of the time. They’re looking at strengthening operations that already exist and expanding that out into new regions or what have you. I can be out there looking for the new regions, right? And building that market, but they can be making sure that everything is executed properly. And so I think it’s a brilliant idea. We see some CEOs move into chair roles. We definitely recommend that with larger organizations is move from the leader of the organization to the leader of the board. And we actually see that a lot with employee owned companies where the founder will move into more of a chair role to stay there as a guide. But they’re not running the company on a day to day basis. It does require sitting on your hands sometimes. That’s hard.


Izach – 00:15:20:


And it’s almost making that CEO up a level, you know, to that visionary strategic leadership role. Thinking about direction, guidance of the business, and getting them out of the day-to-day operations. And so that in itself can provide growth. But I think from an acquisition perspective, when you bring in a buyer, maybe you’ve got a management team that’s experienced, that’s ready to go, that’ll stay with the transition. And all of a sudden, it’s not about how long will you, Mr. And Mrs. Founder, how long will you stay with the company? But can we make sure that your team stays in place? And maybe you can just help us out with the strategy and execution of this transition role.


Cindy – 00:16:00:


That’s exactly right. And it opens you up to a lot more buyers. An expanded group of buyers, because it could be that it’s a group of buyers that have capital, but they have no interest in running the company. They want to maybe be on the board, but they need a turn. We hear this all the time from buyers. We want to turn key operation, even buyers like maybe a technology company, for example, that we worked with a few years ago. Their CEO, they had done this. The entrepreneur had transitioned to a chair role. They had a CEO in place. And what they did is sold to a private equity group, and that team stayed intact as is. Same name, same everything. And now they’re about four times the size that they were before. They’re a smaller part of a larger thing that helps enforce that growth. But they really… It opens you up to all kinds of new options.


Izach – 00:16:56:


Yeah. I think one of the pieces of pushback that I hear when I talk to founders about doing exactly what you’re saying, about hiring a CEO or putting in even a general manager or somebody who’s in charge of the data operations, they’re worried about the expense, right? That’s going to cost, with a sizable business, maybe that’s $150,000 salary role. And they’re thinking, hey, if I’m going to sell my business for a four times multiple, that’s going to cost me $600,000. The problem or the flaw in that way of thinking is that a buyer that comes in that has to replace you is going to have the same expense. And so they’re going to discount the valuation in the same way if they’ve got to back-fill the role that you’re doing. And so if you hire that person now and put that leadership in place, you can actually increase the multiple on your business because it’s a less risky operation. There’s less transition risk, there’s less volatility, through that transition process. And so it’s actually a creative devaluation when you net out the expense, even after netting out the expense of that salary ad. So I think it’s a super key point.


Cindy – 00:18:05:


You’re absolutely right.


Izach – 00:18:06:


That’s right. So will you and your team at Thinc Strategy help with identifying maybe a candidate for those roles or how to kind of structure a role and get somebody? Because there is a transition process to even just to put a CEO in place. You can’t just hire somebody and let them go. You’ve got to there’s got to be some planning and thought. So, can you all help with that process of transitioning from, you know, founder managed to, you know, founder owned an employee, you know, having an employee who’s actually managing the day to day?


Cindy – 00:18:36:


Yes, absolutely. We one of the things that our team will do is help you even with your interview questions. Be in the interview when you’re interviewing them so that we can see. Sometimes it’s hard. When you are the CEO. You are the only CEO this company has ever had. And you’re interviewing someone for that. It’s very difficult to take what you would do out of the equation and to look at more objectively, what should a CEO of my company at this size do? What is my role going to be? What is their role going to be? So before we even get into the interview, we like to build a candidate process. That helps us be able to answer the question of we can actually share with candidates. This would be your role. This would be my role in this. So you have to be comfortable that I’m keeping a role. And this is what it’s going to be. So we help them really strategize. Where do I come in? Where do I stay out? What are the milestones along the way? You talked about the salary point earlier. I mean, the reality is that it is expensive, but at the same time, I always think salary. Means three and a half times their salary and revenue should be an expectation, if not more than that in this role, because at that level, they should be able to bring in clients. They should be able to bring in other people who can bring in clients, have a network of their own. But I think getting prepared for what kind of candidate, building an ideal candidate profile, understanding you got to be flexible with it, but what are the key things that are not negotiable in this candidate? What’s our time-frame with this role before we actually name them CEO? Do we bring them in for some period of time as a different role, but then we move them into this role? All of those things will help them with. And then we also do help with the interview process. And post kind of the integration side, we work with them more on a coaching level. How are you doing? Because we do know that the person coming in has got a hard job because they’ve got to convince everyone they’re now in charge, right? And one of the things that you can do as the entrepreneur is support that and not usurp them. So we find giving them some coaching after, someone to check in with and vent to. I really hated it when they did. I wish they would do it this way or that way. And just talking through how do we give them that feedback? You know, how do we tell them that I know there’s nothing wrong with what you’re doing, but that’s not how I would do it. And I’m really uncomfortable with it. So can we just talk about doing it a different way or maybe talking them out of being so uncomfortable with it? And I think that all of. As leaders of an organization, need a coach. I’ve always felt strongly that you need a founding board. It can be very lonely sometimes. And I don’t mean like, hey, what do I want to do the rest of my life kind of coaching? I’m talking about really someone who challenges you. To be the best leader you can be, you need to do the same for the person that’s going to come into that position, too. They’re going to need a founding board, too. They’re going to need someone to talk to and be safe with that doesn’t cause any kind of implosion in the business.


Izach – 00:21:56:


Gotcha. Yeah, I think that makes a lot of sense. So let’s transition. Okay, we talked about some things you can do to prepare to sell your business. Let’s talk about the other end of the process. Okay, you sold your business. And this is another thing where I think people are critically underprepared. What’s the transition process and the post-closing integration process? I encourage buyers and sellers to start talking about transition and integration as soon as an LOI is signed and think about that.


Cindy – 00:22:24:


100%. Yeah.


Izach – 00:22:28:


If not, it’s easy to get caught up in financial due diligence and legal due diligence and negotiating the APA and the tactical pieces of getting the transaction done. But you can miss out on the strategy of what do we do on the first day after I acquire this business and who’s doing what and what is the team doing? And so it’s really important. And I’m just curious, how do you coach your clients on getting through that post-closing transition? What should they be preparing for? What kind of things are you thinking about in advance of closing to make that a smooth process and also help to increase the success of that acquisition for the buyer?


Cindy – 00:23:08:


Yeah, that’s a great question because this is where an acquisition fails. It is. Absolutely. We talk about the number of failures and acquisitions. It’s right here. You know, people, everyone, all your advisors are hyper focused on getting the legal aspects and all the terms of the deal documented and agreed to. That is their job. That is important. But I always say to our clients, our buyers especially, we’ll say you need to have a planning team that is a separate group or maybe some of the same people, maybe not. But an integration team. And an integration quarterback, someone that the seller can go to. During the integration and the planning phase, I think it needs to be documented the roles of all the key players. I think the check ins. When do we check in, give each other feedback? Nothing is perfect. And you cannot do things at closing. So what are we going to do at closing? What are we going to do 90 days after closing? The name of the company is a great example. Many times will change. Do we change it after the first year? Do we change it after six months? And those are all things that you should collaborate on during the process. When we’re representing a seller and the buyer doesn’t include planning as part of the due diligence process. That is a red flag for us and we’ll recommend that planning be done. And if they refuse, we really discourage our client from moving ahead. Because if they’re not willing to integrate, especially if your key people and you have to stay. If they’re not paying attention to that, they’re not going to pay attention to that. And I had my own personal experience where that where it kind of I didn’t. Realize how important it was for me to define what was expected of me when I sold a business fund. And it actually worked out really well for me because I kind of got to go build and, you know, something else within it. But I think that it would have been better for me and everyone else had we had some clear guidelines. What do you want? You don’t want me to just go out and keep doing what I’m doing. I’m sure there’s something else you want me to do. Right. And I think. I think the other point to that too is. You need to have a really good idea of what you’re going to tell your employees. And when you go in and you tell your staff that nothing’s going to change, that is the biggest lie that is ever going to be laid out there. Whether you mean it or not, it’s a lie. It is going to change. It’s not the same organization post-close. And so I think having a clear strategy of the first 90 days, first six months, first year, first two years. Beyond that, you should be integrated. It shouldn’t you shouldn’t need it beyond that. But I do think it’s very important and as important, if not more so than the legal documentation.


Izach – 00:26:17:


Yeah, it’s so key. I love that idea of developing a 30, 60, 90-day plan and then sharing it with employees and just having transparency around, yeah, some things are going to change and here’s what it looks like. Here’s the plan. Because most people, I think the employees in an acquisition, they’re always worried about, am I going to keep my job? Even if they’re a critical person, every single employee during an acquisition worries if they’re going to get fired, even if they’re extremely critical and the buyer is acquiring, specifically acquiring that team, they’re still worried about it, even if they’re not saying it. And then they’re worried about, is my job going to change? Are the expectations going to change? Am I still going to be able to perform and be good at this job with this new buyer? And so having a plan that you can communicate will alleviate a lot of that stress on the team. And, you know, should… Make it a much smoother process and increase your chances of success significantly. So I think that’s a great.


Cindy – 00:27:13:


I agree. And to your earn out point, an earn out, in many cases, there’s money that goes beyond the transaction that’s contingent on performance. That’s called an Earnout. And in Earnout. It’s critical. Because if I don’t understand that, how can I hit the number? I really need to know how we’re going to hit that number. And how you’re going to help me do that and how I’m going to help you do that.


Izach – 00:27:43:


Yeah. Earnouts are a whole topic we could probably do another episode on. The structure of the document, the Earnouts, how to make sure the expectations are realistic. Because there’s Earnouts that I’ve… I would say I’ve structured deals like this myself, but there are Earnouts and deals that I’ve seen structured where I think there’s no chance that people get paid that money. It’s virtually impossible. You have to hit a certain net income number and it’s completely up to the buyer about what the expenses are between the top and bottom line. And there are Earnouts that are virtually guaranteed. So I think Earnouts get a bad name, but what really, I think, has a bad… What’s really the bad part of Earnouts is just a poorly structured Earnout. And in particular, where there’s a mismatch in expectations between buyer and seller, and that can be really costly in many cases for both parties. And maybe you can come back in a few weeks and we can just talk about her and compare.


Cindy – 00:28:42:


I would love to. I agree with you. They are a topic all in of themselves. And I agree with everything that you just said. Yeah.


Izach – 00:28:50:


Yeah. So like, what are some of the success story, like maybe share like a success story and like a horror story of, you know, a transaction with somebody who, who worked with Thinc, and maybe it was really well prepared and it went really well. And then maybe somebody or some company, whether you worked with them or not, that maybe they were seller’s remorse, or, you know, we certainly hear a lot about acquisitions that don’t go as planned, but what are just some kind of recent success, you know, wins and losses that are in your, whether you, whether they’re involved with Think or not, you know, that you’ve been familiar with.


Cindy – 00:29:25:


Yeah, you know, there’s, We’ve been very fortunate that a lot of our clients are successful because we have a very, the reason I even started Thinc was we’re going to stick to this formula. To make sure that our clients are taken care of, whether they’re the buyer or the seller. We’re not, we, we felt that was why I was so passionate about this. And so, um, recently I had a conversation with someone that sold their business, um, five years ago and they sold to, we had them on the market. We had, I had worked with them for over a decade, even before I started to think they were a client. Loved their people. They had an internal transition process, and then they decided that they needed to look externally. They had a lot of interested buyers, but in their particular case, they also had a lot of fear about losing their culture. And so we built a formula, a process by what we wanted to do. We took several years to get them ready to be sold. We had them talk with a variety of very targeted companies we felt like their culture could align with. And we think that the perfect match came along. Absolutely the perfect match. We had a buyer that they were about to sign an LOI and the pandemic hit. And so I guess it’s been four years, not five. Sorry. But the pandemic hit and they. The buyer backed out. And I said, I’ve got this one buyer that I’ve just been talking with. You have to talk to them. There’s something about them. They already had a process. I didn’t have to talk to them about a process. They were right there. And so fast forward now four years, they’re getting ready to retire at the end of this year. They are so happy. And it’s because they had a buyer profile they were looking for. The buyer had a seller profile they were looking for. They matched up. But also what I’m really proud of with this seller is they understood they weren’t going to run the company anymore. And that was the deal. That was the reason they wanted to retire within this period of time. And so they did a great job of working on themselves to be able to let that go. But the buyer did a great job of respecting that. And building them into the process too. So that was a great success story. He’s very happy. All of his, all the other shareholders, they’re very happy. So that was really a beautiful thing. I’ve definitely seen some bad ones. There’s no doubt about it. The one most prevalent in my mind is a good friend of mine that really is the impetus for building a business plan for Think Strategy. She sold her practice to a national firm that was a, employee-owned. And She was treated so poorly after the fact and the way that all of that went down. She had a legacy, had built a beautiful business, had beautiful people that worked for her. But it left her with a feeling like that last thing I did. Wasn’t as I would have wanted it. That to me is the most painful thing in the world to watch. You see your good friend build something so successful. This would be a time in your life where you’re ching-ching. I’ve got money in the bank. I’ve got my family’s happy. I’m spending time with them. And then-


Izach – 00:33:10:


You’re a crowning achievement or, you know, or the, or like a, like a lasting regret, you know, if it’s not done right. Yeah.


Cindy – 00:33:19:


And I just hate that. I think it was just lack of planning, but I also think it was. You know, there’s some disrespect. Sometimes buyers may feel like that. You know, I know more than you because I’m bigger than you. Right. And and that may be true in some cases. They know some things that maybe you don’t know or whatever. But. I guarantee you, if you build a successful business, there’s things you know about your market and your service and your business. That no buyer, no matter how large they are, are going to understand until they get to know you.


Izach – 00:33:50:


Especially when there’s client relationships involved.


Cindy – 00:33:53:


That’s right. That’s right.


Izach – 00:33:55:


So. A couple of things, I guess, you know, number one, like how can our how can our listeners connect with you and get in touch with you? And what’s kind of the best way to do that?


Cindy – 00:34:08:


Well, the best way to reach me is give me a call anytime. My contact information is 910-512-1420. I’m always glad to pick up the phone and chat. But our website, Is the best way to reach any one of our subject matter experts. We have people with different expertise. And so if not me, definitely look up someone on our website. We’d love to talk to you. And just. Have a cup of coffee or a Zoom call and ask me any questions that you feel like could be helpful.


Izach – 00:34:46:


All right. Thanks so much, Cindy.


Cindy – 00:34:49:


Thank you, Izach. It was a pleasure.


Izach – 00:34:57:


All right. That was Cindy Anderson, who you can find at That’s T-H-I-N-C-S-T-R-A-T-E-G-Y dot com. Thanks everyone for listening to this episode of the Deal Closers podcast brought to you by If you like the show, be sure to rate us, write a review, press the follow button, share it with your network. And of course, if you’re looking for help selling your e-commerce business, be sure to visit This episode was edited and produced by Earfluence. I’m Izach Porter. Follow me on LinkedIn and we’ll see you next time on the Deal Closers podcast.