As business owners, we spend so much of our energy thinking about how to grow our companies. We think about new equipment, finding more customers, and better ways to manage production. We’ll spend unbelievable amounts of time agonizing over thread choices, but when I ask about an exit strategy, all I get is a blank stare. Very few pause to think about how to eventually step away from the business for even a vacation, much less in a more permanent fashion such as retirement.
The truth is that your business exit plan is as important as your startup plan. Whether you’re five years from retirement or 25 years from it, the earlier you prepare, the more options you’ll have. I can tell you with 100% certainty that without a plan, it is unreasonable to expect that exiting your business will fund your retirement.
In my 29-plus years working with embroidery and apparel decoration business owners, I’ve watched far too many talented entrepreneurs build incredible shops, only to stumble when it comes time to retire or begin a new chapter of life. I’ve seen every type of exit. Some were highly profitable and smooth. Others were stressful, messy, and left money on the table. Some protected employees, some did not. Some were clean and immediate; others stayed on as consultants or employees to smooth the transition to new owners.
Here’s what I know: Every single one of us will exit our business eventually. Whether it’s retirement, health issues, family changes, or simply wanting to try something new, that day will come. The question isn’t IF you will exit the business, it is how, when, and most importantly, whether you will be well-prepared so that you can be well compensated.
After helping dozens of National Network of Embroidery Professionals (NNEP) members navigate their exits, I’ve seen what works and what doesn’t. Some owners walked away with enough money to fund their next chapter comfortably. Others barely broke even or, worse, they went in the hole (or further in the hole) because they had to pay to get out of leases and contracts.
The difference? Planning, and understanding your options. Here are seven exit strategies. Each has its place, and each comes with trade-offs.
1. Keep it in the family
This is the ideal dream scenario for many owners, passing the business to a son, daughter, or other family member. It feels like your legacy. Your name stays on the door, and all your years of hard work continue paying off for the people you love.
But here’s what I’ve learned from watching family transitions: wanting to keep it in the family isn’t enough. The family member must want the business, understand it, and be capable of running it so that it remains profitable.
I worked with a shop owner in Tennessee who was absolutely convinced that his daughter would take over. She worked summers in the shop during college, knew the basics of embroidery, and seemed interested. When it came time for the handoff, though, she admitted that she’d been going along with the plan to make him happy. What she really wanted to do was to use her marketing degree in an entirely different industry and not even stay in the area.
If you are considering this option, ask yourself: Does your family member genuinely want to run this business? Do they understand the sometimes long hours, the pressure of rush orders, the equipment headaches, and the importance of customer and information management? Can they handle the financial responsibility for themselves, much less for the staff?
Can they afford to buy you out, or will you need to finance the deal? If you carry the loan, your retirement depends on their ability to succeed. When family transitions work, they are a thing of beauty. When they don’t work, they can damage relationships that matter more than any business.
2. Sell to your team
Your key employees already know your customers, understand your processes, and have relationships with your vendors. In many ways, they are ideal buyers for your business. I’ve seen this work particularly well in shops in which the owner has created a strong management layer. The customers barely notice the change because they continue working with their same account managers and the production staff they’ve always known.
The challenge is that being an excellent embroiderer or a great customer service rep doesn’t automatically translate to being a qualified business owner. Running the books, managing cash flow, making production schedules, and handling insurance and staffing issues requires different skill sets entirely.
I worked with one shop owner who sold the business to her production manager. The woman was an incredibly talented machine operator and had great relationships with many of their customers. But she’d never handled business finances or dealt with the stress of making payroll during slow months. The original owner ended up staying involved in the day-to-day operations much longer than she’d planned, essentially mentoring her replacement through the first two years of ownership.
If you’re considering this route, start preparing your team early. Get them involved in business decisions. Let them see the financial side. Give them leadership responsibilities. You’ll quickly identify who has an interest in and aptitude for ownership. These sales often work best when the business is already profitable, and the staff has proven themselves. It is typical for employee buyouts to involve seller financing, which means you’ll be receiving payments over time rather than a lump sum. Make sure that you are comfortable with that arrangement and that the terms of the sale protect you if things go sideways.
3. Sell to a competitor
This can be one of the most lucrative exit strategies, but it requires careful navigation. Competitors often pay premium prices because they value your customer relationships, contracts, and standing in the community. They might also want your equipment, your location or your online assets, such as your business website, phone number, and email address.
Before you share sensitive business information, protect yourself with a solid nondisclosure agreement. And be very clear about what they’re buying and what they plan to do with it. Are they buying your business to expand their capacity? To eliminate competition? To acquire your customer list? Their answer affects everything, from the valuation of your business to what happens to your employees.
I’ve seen competitor sales where the entire staff was retained, and the shop continued operating under new ownership with minimal disruption. I’ve also seen deals where the buyer immediately consolidated operations, closed the acquired location, and laid off most or all the staff. If protecting your employees matters to you, and it usually does, negotiate those protections into the sale agreement. It is not smart to assume that good intentions and verbal promises will carry the day. Those promises will not buy you or your staff a single cup of coffee unless they are backed up in the paperwork.
One advantage of competitor sales is speed. They understand the industry, know what your equipment is worth, and can move quickly through due diligence. If you need to exit fast, this might be your best option.
4. Find a private buyer or investor
Sometimes the best buyer is someone completely outside the industry who sees your business as an investment opportunity. These buyers are typically looking for steady cash flow and businesses that can operate without heavy owner involvement.
This is where those systems and processes I’m always preaching about become crucial. If your business can’t run without you making every decision, outside investors won’t be interested. But if you’ve built documented procedures, trained reliable staff, and established recurring revenue streams, your business becomes much more attractive.
Private buyers often expect seller financing arrangements. They’ll want you to stay involved during the transition period, sometimes for as little as six months or for as long as up to two years. Make sure you are comfortable with these expectations before you start down this path.
I worked with a promotional products distributor who sold to a small investment group. The new owners kept all the staff, maintained all the customer relationships, and the original owner stayed on as a paid consultant for 18 months. It was a smooth transition that worked well for everyone involved.
The downside is that private buyers may not understand the nuances of our industry. They might make changes that hurt customer relationships or try to cut costs in ways that damage quality. Again, if you care about what happens after you leave, build protections into your agreement.
5. Consider private equity or industry consolidators
This is where things get interesting, and potentially very profitable. Private equity groups and industry consolidators have been actively buying embroidery shops, screen printing businesses, and promotional products distributors.
These buyers typically target larger operations ($2 million-plus in annual revenue.) Smaller shops can sometimes fit into their consolidation strategies, especially if you are in a desirable market or have unique capabilities.
What they care about most is EBITDA — earnings before interest, taxes, depreciation, and amortization. If your financial records aren’t clean and your numbers aren’t solid, you won’t even get a meeting. If you do not know what all those terms mean in your business, this is probably not a viable option for you.
However, if your financials are strong, these deals can be very lucrative. I know a handful of business owners who received multiples of what they thought their business was worth because they filled a very specific gap for the buyers.
The trade-off is typically a long-term commitment. Many private equity deals require you to stay involved for three to five years under an employment agreement. Part of your payout may be tied to future profits. If you want to walk away immediately with the full purchase price in hand, this may not be the right option for you. If you are willing to stay involved and you’re confident in your business’s growth potential, private equity can deliver returns that make the commitment worthwhile.
6. Join forces with another business
Merging isn’t exactly an exit strategy; it is more of a pre-exit strategy. Instead of selling outright, you combine your business with another business to create something stronger and more valuable. I’ve seen successful mergers between embroidery specialists and screen printers, between promotional products distributors and decoration shops, and between businesses in complementary geographic markets.
Once merged, your combined operations often have lower costs, better buying power, and can offer customers more solutions. The merged business might be more attractive to eventual buyers and bring a better sale price. Mergers are complex, however. You’re not just combining assets — you’re combining cultures, management styles, and customer relationships. Both ownership teams need to agree on leadership roles, operational decisions, and long-term strategy. You will need to share control, and that often is the biggest challenge after being the only one in charge for so long.
I worked with two shop owners who merged their operations three years before they planned to retire. The combined business was much stronger financially and operationally. When they eventually sold to a private equity group, they received significantly more than they would have selling individually.
If you’re considering a merger, start with someone you trust and respect. Get legal help to structure the arrangement properly. And be prepared for a learning curve as you figure out how to work together effectively. It is not for the faint of heart, and may test you and your partners, and the new dynamics that you have added to your business. This option doesn’t give you a clean exit right away, but it can be a smart step if you want to increase value before selling down the road.
7. Shut down & liquidate
Sometimes, the cleanest exit is simply to close the business and sell off your assets. This typically brings in less money than selling the business as an ongoing operation. It is clean, straightforward, and final. Closing the business makes sense when your business is heavily dependent on your personal relationships and skills, when your equipment is outdated, or when market conditions make finding a buyer challenging.
You will still need to handle any outstanding loan or lease obligations, complete pending orders, and manage the tax implications of the sale of the assets. Once it’s done, it’s done. You are not carrying notes, you are not worried about whether the new owner will succeed, and you are not tied to the business in any way.
For some owners, liquidation is disappointing. I’ve also worked with owners who felt relieved after shutting down. They were ready to close that chapter of their lives and move on to something completely different.
Start planning now
Here’s my bottom-line advice: Start thinking about your exit strategy today, even if retirement feels light-years away. The stronger and more systemized your business is, the more options you will have when that time comes. There’s no single best way to exit a business. The right choice depends on what matters most to you.
Clean up your financial records. Document your systems, processes, and procedures. Train your team so that they can run the shop without you. Build recurring revenue relationships with your repeat customers. The work you do now to improve your business will pay returns now in a more well-run organization, and then again when you are ready to leave. I’ve seen too many talented shop owners scramble, accepting less than they deserved because they waited too long to plan. Don’t let that be your story.
At NNEP, we regularly discuss exit planning strategies and connect members with resources to help them prepare. Ultimately, a successful exit is just as important as a successful business, it is how you secure the future you have worked so hard to build. Email me at jennifer@nnep.com and I will send you an exit strategies checklist to help you evaluate the options.
Whatever path you choose, make sure it aligns with your values, your financial needs, and your vision for your next chapter. Your business has been a lot of hard work. Your exit should honor that investment and ideally set you up for whatever adventure comes next. If you have not done anything to prepare your business so that you can turn it into some other sort of value, like retirement money, it is not reasonable to think that is how you will fund the next phase of your life, whatever that may be.
