I take over marketing, sales, and growth. You keep a steady monthly income, an ownership stake, and a name that keeps growing.
You have spent years building a business with real customers and a good name. Now you are thinking about stepping back, and there is no obvious next owner.
No family member or key employee is lined up to take over.
When you stop working, the business stops growing and the income stops.
A lump-sum sale can mean a big tax bill and a buyer who does not care what you built.
You want to step back on your terms, not walk away from your life's work.
SI Associates is a Bangor property management company. Its owner wanted out but had no exit plan, and the business ran on him and on paper. I stepped in to run operations and growth.
| Before | After | |
|---|---|---|
| Units managed | 40 | About 200 |
| Estimated value | About $75,000 | $350,000+ |
| Operations | Owner did everything | Professional team |
| Systems | Paper | Digital (AppFolio) |
| Exit plan | None | 10-year structured exit |
No lump sum. No handing over the keys. A partnership built on growth.
A 10-year monthly consulting arrangement gives the owner steady retirement income and spreads it out over time.
I earned 25% to 35% equity, tied to growth milestones.
The owner retained majority ownership and receives income from it.
The owner can stay connected as an advisor or step away completely.
The business, its name, and its clients stayed intact and kept growing.
SI Associates is launching a residential cleaning division, and I want to build it with people who already know the work. If you own a local cleaning company and are thinking about retirement, I would like to talk about partnering with you or acquiring your business, using the same model that worked for SI.
The same approach fits other businesses that serve homeowners, landlords, and agents: trades, maintenance, and home services that plug into a real estate ecosystem.
Choose the path that fits where you are.
| Succession partnership | Fractional partnership | |
|---|---|---|
| Best for | Owners ready to retire in the next few years | Owners who want to grow, not leave |
| Who runs growth | I take over marketing, sales, and growth | I run growth, you run operations |
| How you're paid | Monthly payments over 10 years | Your business grows; you keep the profits |
| Equity | I earn a minority stake on milestones; you keep the majority | I earn a minority stake tied to revenue milestones |
| Your role | Advisor, or step away | You stay in charge day to day |
Every business is different, so the final terms come from your numbers and your goals. Your attorney and CPA should review any structure we agree on.
Five steps, at your pace.
We talk about your business, your timeline, and what you want for yourself and your people.
We review the numbers, the customers, and how the work gets done today.
Payments, equity milestones, and your role, put in writing and reviewed by your advisors.
You introduce me to your team and clients, and I start on marketing, sales, and systems.
The business grows, your payments continue, and you choose how involved you stay.
This works best when most of these are true.
Straight answers.
No. In the SI model the owner kept majority ownership. I earn equity by hitting growth milestones.
Through a monthly consulting arrangement, 10 years at SI, instead of one lump sum, plus income from the stake you keep.
The goal is to keep the team, the name, and the client relationships intact and grow from there.
Only if you want to. You can stay on as an advisor or step away completely.
Spreading payments over time can avoid a large one-year tax hit. Your CPA should confirm what fits your situation.
Yes. Nothing about your business is shared with anyone.
Just a conversation about protecting what you've built and what the next ten years could look like.