This review is for the exit planning services we’ve used Kimberly Advisors for. I run a construction company the old fashioned way: relationships, safety, and getting the punch list done. Our advisor helped us to form a concise list of things to work on that we can hammer out in our first quarter. We decided to start by tightening our bid/no bid process so we chase the right work, not all work. After listening to how we work, he advised us to track project manager productivity and create a foreman bench so crews aren’t built around me. We looked at safety metrics and succession for the superintendent role that everybody leans on. At home, my wife finally has an emergency plan if I twist an ankle or worse. We discussed options like ESOPs and leadership buy ins without committing to anything, and he respected that I’m not ready to step off site. I’ve really enjoyed the process of formalizing my plan for retirement. This process has removed a great deal of stress from realizing that I may have a lot of exit options if I choose to start creating them early.

As a lifelong tinkerer turned owner, I had absolutely no background in valuation. Working with Kimberly Advisors has given me a very clear picture of our worth. It’s actually been surprisingly fun to work “on” our company in this way. For us, we decided that we would start with ARR quality, churn, rethinking our ticket backlog, and our SLAs with our larger clients. Next, we plan to work on the inputs: standardizing onboarding, quarterly QBRs, and a renewal cadence that doesn’t depend on my personal charm. Our advisor pushed us to formalize documentation and cross train so the NOC runs without my midnight heroics. On the personal front, our advisor helped us to model different “work less” scenarios so my wife and I can plan without guessing. We’re not marketing the firm for sale yet. We’re planning on giving our value growth initiatives at least a year but we’re very impressed with the quality of advice and the clarity of the action items we’ve received.

Our company is healthy, but I was uneasy about how fragile success can be when too many decisions sit with the founder. The advisor approached this like building a board: risk register, clear KPIs, succession for key roles, and capital discipline to fund value levers. He prepared a valuation framework that makes a lot of sense to us. Perhaps the best thing we got out of working with Kimberly Advisors was their framework for how we can actually delegate the goals we want to hit to grow our exit value to our team members. Jeff, our advisor was able to give clear advice about what moves the multiple: reliable cash flows, repeatable processes, leadership depth, and transparency. I also appreciated the alignment across business, personal, and financial goals—he forced me to write them down and sequence them. Rather than fixating on a calendar date, we’re watching readiness indicators and letting those lead the timing. The outcome so far is clarity, accountability, and less drama. We are not “for sale.” We are building an enterprise that—when we choose—can transition without chaos.

I dreaded the question, “Who am I without the practice?” Our advisor (Jeff) started there—not with spreadsheets, but with purpose. He had my husband and I outline a “life after full time dentistry” plan: the rhythms of a week, community work we care about, and how we’ll stay useful. Only then did we tackle valuation and the levers that matter in a dental group. For our first areas of focus, we decided on: diversifying our marketing, associate productivity, payer mix, and referral dependence on me. We also started work on a patient transition playbook that protects experience and reduces the risk of key person reliance. On the personal side, advised us to refresh our estate documents and to model income needs under different pacing—slowing down, not stopping cold. We’re not selling; we’re shaping a future where my identity isn’t under a microscope light. I feel seen both as a clinician and as a person who’s earned a gentler pace. I now know our value, how owners go about growing it ethically, and how to exit someday without abandoning the culture we built.

When I started working with Kimberly Advisors, I wanted three things: (1) an honest valuation, (2) a plan to grow that value, and (3) options when I eventually step back. They delivered all three. First, we went through our financials and my advisor explained how maintenance contracts, seasonality, and churn affect value. Second, we built a 24 month value acceleration plan: stabilize recurring service revenue, reduce dependence on me for sales, and tighten dispatch efficiency to lift margin without burning out techs. He showed me how customer concentration drags multiples and some simple tweaks to mitigate it. Third, we clarified personal goals—grandkids, my wife’s timeline, and the income we’ll need when I work less. I appreciated that he never pushed a sale; instead, he set milestones that trigger a “go/no go” decision later. The leadership development piece mattered most: two foremen now own scheduling KPIs, and our weekly “red flag” meeting surfaces risks before they become emergencies. I still run the company, but I’m no longer as much of a bottleneck. The valuation story is getting stronger, and I finally have a practical path to a future exit that keeps faith with my crew and customers.

I built my machine shop one purchase order at a time and, like a lot of owners, I tied my identity to the shop floor. I’ve benefited a lot from working with Kimberly Advisors. We started by demystifying valuation. I learned how buyers actually look at risk, cash flow, and owner dependence. Seeing a baseline valuation range with plain English drivers to move the number gave me something I never had: a scoreboard. From there we built a value growth plan that didn’t hijack day to day production. We looked at how to map processes, cross train operators, and put a second in command in charge of a weekly ops huddle so fewer decisions bottleneck at my desk. My advisor, Jeff also insisted we think beyond the business—personal financial modeling, contingency plans if I get sick, and a conversation with my wife about what “enough” looks like. I’m not exiting now; we agreed on a two to three year runway to strengthen the multiple and reduce stress. The surprise wasn’t just numbers moving up; it was sleeping better knowing my team, customers, and family have a clearer path. If you’re proud of what you built but unsure what it’s worth or how to de risk it, you would probably benefit from working with an M&A advisor.