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This file was generated by Descript 

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Welcome to Resilience Talk hosted by
Paul Spencer of Second Nature Solutions.

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Let's dive in.

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Paul Spencer: Next up in the ownership
series is corporate structure.

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So this one, I would say out of the
eight, um, this is my least knowledgeable

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area, so we'll go through it.

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Um, of course, at a high level
we can understand the pieces and

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the parts and how they play out.

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Um, this one though has a lot of
nuance to it because we talk about.

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We're talking about corporate
structure, like entity types, S corp,

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C corp, um, lots of different ones.

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We'll talk about those.

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Um, but it also affects
different tax strategies as well.

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And so this is perfect for, uh, your
CPA, um, any kind of a business advisor.

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You have financial advisor, um,
somebody who may be working with your

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estate planning or trust planning.

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These are, this is the area you
wanna have conversations with them.

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You wanna make sure that you bring in.

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So we're in the middle
of the ownership series.

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And just to review, we have financial
performance, growth, potential key

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dependencies, recurring revenue, right
to win corporate structure, which is

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what we're gonna talk about today.

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Key management and leadership.

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Then lastly, owner involvement.

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So I've mentioned this caveat for all
of them so far, is that these are the

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ones that I've gathered from different
friends and people in my network.

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This is how they tend to think about it.

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Again, if you go out to chat GPT,
Google, you'll find variations of these.

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Uh, you'll find a lot of them.

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Like financial performance
will probably always come up.

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And right to win will probably always come
up because those are the ones that rise

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to the top as far as, um, key valuations.

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But in the end, they're gonna
overlap, they're gonna be different.

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We're just trying to get the gist so
that my aim for you is that you take all

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of these ideas, which are just kind of.

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Spread out onto the board and then
you can be strategic about where you

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wanna go, where you wanna be, um,
focused on where you want to target

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and where you wanna go to work on.

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And so that's the point of all of this.

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So if we think about corporate structure,
like I always, I already mentioned

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there's the entity, essentially the
legal registration of your organization.

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So, uh, we tend to think of those as LLCs.

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Um.

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The big ones are at this point
are S Corps, and then you've

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got your C Corps, right?

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And so I don't know the
history of this very well.

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At one time, C Corp were the best ones
to have because of, uh, the tax advantage

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and how those things were set up.

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And then there were changes.

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I, I think, and I could be completely
wrong on this, but there were things

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changed around how the S Corp was
structured and it became more friendly.

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So I would imagine most of you are
scorp, um, but they're probably a good

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handful of, of C Corps as well, so.

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It's a, but it's also a good reminder
that just because the registration of your

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company today is the best one, given your
situation and given your tax implications

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and your, your ownership structure that,
uh, we recommend you use the C corp.

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Well, you may have different
regulatory, either state or federal.

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Changes or even, um, into the, the
tax codes for state or, um, federal or

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just how the entities work themselves.

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And so, uh, those things can shift.

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What's, what's good for today for
the C corp may make this S corp

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better for you 10 years from now.

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Right.

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So it's just, just to be aware of that.

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So there's the, there's
the C corp, the scorp.

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I'm not gonna get into the nuances
of all of those and, and why

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one is better than the other.

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That's, um, things we can talk about.

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But, um, there are, there are experts
in that can, that can give you infinite

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amount of more detail than I can.

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So, um, just know that the, the, uh, tax
filing and the ownership structure legally

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is different between the two C Corp.

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S Corp, right?

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S corp is a pass through.

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C Corp has different, uh, tax filings.

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So there are other ones that you can
have, which is a more of a partnership.

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Um, you can have an esop, which is an
employee, um, owned organization, 100%

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owned by the company or by the employees.

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Uh, you can have B Corp, which
are, they're not non-profits,

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but they're very focused on.

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Uh, soc, social aspects or environment
aspects, and they operate similar.

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To a, um, a nonprofit in that, in
its vision, uh, the, the organization

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is focused on a social cause.

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So you could have a traditional
technology business that is a B Corp.

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And what that means is that,
um, maybe some of the profits.

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Some of the things that we do within
our culture are focused on a certain,

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um, aspect within the community.

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Um, you could have
different holding companies.

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You could have a holding company with, um,
different types of entities underneath it.

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And what that does is that gives you the
ability to have different carve outs.

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So I could sell a subsidiary.

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Of my, uh, holding company
and still hold onto the rest.

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Right?

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Um, there's a new thing called Series
LLC, which is a similar concept where

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I could have a series of LLCs that are
separate but also enjoined and, uh,

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you can do a similar thing, meaning I
could, I could, uh, sell this product off

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because it's a separate, um, series LLC.

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So anyway, those are the different
entities that we register within our

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own state or maybe outside of our state.

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Um, and, uh, those are important
because as you know, as an owner, they

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affect your accounting process and they
affect your, um, tax process, right?

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So how often are you paying taxes?

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What are the rules on distributions?

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Um, at the end of the year or
during the year, all of those things

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come into play depending on, um,
the, the entity that you have.

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So when we're thinking about as a
buyer, that is important because that

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that corporate structure that you have.

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Um, will be part of the
sale transaction, right?

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Which could include, which would mean
maybe that I have to, as a buyer, add

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more cash or maybe, um, just based
on the, the holdings themselves.

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Um, it will reduce or increase
the amount of value that I get

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cash from the purchase itself.

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So anyway, those are, those are
nuanced, those are, there's lots of.

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Industries, businesses that handle that,
they'll know that way better than I do.

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Those are my quote unquote
Baker Banker friends.

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So when we're thinking about what's
the best for your situation, you're,

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you're really trying to understand,
getting advice and having a good

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sense of what is your estate planning.

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So what's your personal family wealth?

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What are the members of your family?

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What's your, um, what's
your, uh, beneficiaries?

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Look like, who are they?

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How old are they?

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How many are, are they?

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All of those kind of play into
your estate planning, obviously.

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Uh, but they may also feed into as
an input in the type of business,

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the corporate structure that
you choose for your business.

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Um, there's also, obviously what we
already talked about is the tax planning.

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You may have, um,
executive planning as well.

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So, um, as I, um, onboard new leadership,
new executives, uh, my corporate

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structure may give me more options on,
maybe I give them some more equity.

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Maybe I have, um, kind of
a, um, a profit share or a.

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An opportunity to claim options, right?

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All of those things fit into the type
of corporate structure that you have.

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And then obviously
there's employee planning.

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So, um, with, if I have hundreds of
employees, thousands of employees, I may

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have a different entity, um, just based
on the size and how I want to, uh, do

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compensation plans and things like that.

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What kind of flexibility do I want?

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So, um, when we think about
corporate structure and the eight,

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um, evaluators that we, that we're
looking at, the valuations that

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we're talking about, corporate
structure is pretty low on the list.

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Um, meaning that the most important
thing is financial performance, and

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then likely we get into right to win.

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Where are you in the market?

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Um, and then they, they kind of, they're
kind of, there's those middle ones that.

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Each buyer is gonna move
some of those around.

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But those, those are really the top two.

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Um, recurring revenue
could be up there as well.

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Um, but corporate structure
is pretty far down the bottom.

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If you, uh, they're not gonna look
at corporate structure first and say,

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Hmm, C Corp probably not gonna buy you.

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I don't even care what
your financials are.

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Right?

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That's not gonna happen.

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So they're gonna go through
their due diligence as normal.

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And they may be aware of your
corporate structure at the beginning,

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but that doesn't really come into
play much until the end where

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we're gonna make a deal, right?

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And now we have to figure out what
that transaction's gonna look like

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based on the entity that you have.

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So I think that's important to know that,
um, and we'll talk about this a little bit

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later, is, uh, out of all of these, the
ones that are gonna give you a big bang

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for your buck on if I'm going to sell.

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Or if I'm just looking to increase the
value of my asset, it's most likely the

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other ones that I'm gonna be focused on.

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Those ones take more time to
establish, um, mature processes, right?

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All the things, uh, uh, getting
reputation within your market.

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Corporate structure, we have, we
do have the ability to change.

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Our corporate structure.

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Is it painful?

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Yes.

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Is it complicated sometimes?

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Um, can it take a long time?

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Yeah.

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But in relative terms to the other ones,
uh, it's not, it's, it's manageable.

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Right.

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All right.

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So, um, but where we do get into deal
breakers, and I wanted to highlight

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this 'cause I think it's important is.

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When we do get to that part where, okay,
I'm interested, I wanna buy, let's look at

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your entity and your corporate structure.

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Things that can break the deal
is a complicated ownership web.

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So the complicated ownership web
is basically, we've got cousins,

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we've got, um, nieces, nephews.

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Just over time, we've allowed, um,
um, I would call them micro shares,

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entity shares to be equity shares to
be distributed a across our family.

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And all it does is it complicate and
complicates the, the structure, the

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deal, because now, um, depending on your
entity and the roles that you have within

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shareholders, some of them have to.

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Um, approve or, uh, they have to,
there has to be a sell and then

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you have to agree to a price, and
then you have to pay everybody out.

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And then it just adds
so much complication.

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And if that's not well, um, documented
and you don't have a nice clean

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cap x table, a cap table around
that, then uh, it can, it can.

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The deal can break because of that.

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The buyer gets skittish.

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It's a lot of work.

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I don't wanna do that.

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Right.

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And that can get very complicated.

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So another one could be
embedded tax liabilities.

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So you, um, some of you actually done
this recently, um, is you've, were a long

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time C Corp and you've converted to an
S-corp and there's a timeframe with that.

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I think it's, I think it's five
years, but I could be wrong.

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Um, for that whole conversion to complete.

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Um, because there may be some embedded
tax liabilities that you have to

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basically wear off, um, over time for
you to be, um, for you, for you able

00:13:30.416 --> 00:13:34.196
to get out from under some of the C
Corp tax liabilities that you have.

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And then you become able to, to
have the S corp and then operate

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as S corp in order to sell.

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So those could be some of
the, um, deal breakers.

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There could be, um, regulatory issues.

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So if you're a, uh, a lawyer firm,
a legal firm, or a medical practice,

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right, you're called a professional
service and, um, and you're not

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gonna be able to transfer those over.

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Those are really difficult.

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They're just non-transferable.

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Um, loss of current contracts, um, which
basically means that, um, as a license.

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Issuer, right?

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I, there may be when we transfer the sale
of ownership, that, um, in the contract it

00:14:19.766 --> 00:14:26.756
says that, um, when we change ownership,
then maybe, um, we have the right to,

00:14:27.326 --> 00:14:31.911
uh, go shopping for another, um, vendor
or to cancel our, our contract outright.

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Um, and that could happen
with vendors, our customers.

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So that's something to be aware of.

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Um, all of that fits, does fit
into the entity registration.

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Um, things that we wanna think
about though for, um, how

00:14:49.961 --> 00:14:51.521
important these things are.

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You have to be aware.

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So be aware of these things.

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Um.

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Talk with your CPA, with
your business advisors.

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Your financial advisors, to make
sure again, that you are aware of

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any changes in the, in the law or
changes in the IRS regulations.

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Um, but know that this is not always,
unless, and this is not always where

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you wanna spend a lot of your time,
unless you have one of those deal

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breaker scenarios, then it's worth.

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Jumping in and trying to simplify
your ownership structure, right?

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Your equity table, um, your cap table,
um, maybe understanding, looking

00:15:34.436 --> 00:15:37.676
through your, your current contracts
and looking at some of those things.

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Um, so anyway, most of the time the buyer
is just gonna see the, your corporate

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structure as, um, like if we wanted
to use a, a buying a home analogy,

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we might say the home's not real.

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Clean and well kept, but
it's not really gonna keep me

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from buying the house, right?

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It's, it's a dirty home and, uh, maybe it
will over the long haul, it will reduce

00:16:05.741 --> 00:16:10.121
the number of offers you get and maybe
slow down the process, but it's rarely

00:16:10.121 --> 00:16:13.001
gonna be the deal breaker all by itself.

00:16:13.781 --> 00:16:18.101
Um, and, uh, so, so that's,
that's important to know.

00:16:18.461 --> 00:16:21.311
One other thing before
we wrap it up is that.

00:16:22.211 --> 00:16:24.011
Um, you do have options.

00:16:24.011 --> 00:16:26.621
So I kinda mentioned this at
the beginning, is the other

00:16:26.621 --> 00:16:28.631
ones kind of take longer, right?

00:16:29.501 --> 00:16:33.731
So to get your, um, growth
potential, your revenue, uh,

00:16:33.761 --> 00:16:36.581
recurring revenue, that takes time.

00:16:36.581 --> 00:16:37.721
It takes some maturity.

00:16:38.141 --> 00:16:43.841
Um, you can make a decision that
you're gonna sell your company or

00:16:43.841 --> 00:16:45.401
you're gonna put it out on market.

00:16:45.401 --> 00:16:49.901
If, if you wanna call it that,
and in five years or in 10 years.

00:16:50.441 --> 00:16:54.911
And you can give yourself kind of
a, a three year-ish window, even

00:16:54.941 --> 00:16:59.921
18 to 24 months prior to when you
wanna put thing, put the shingle

00:16:59.921 --> 00:17:04.811
out for sale and you can make your
entity conversion if you wanted to.

00:17:04.811 --> 00:17:09.851
So I wanna go from an a c corp to a
S corp because of whatever reasons.

00:17:10.691 --> 00:17:14.891
And so you don't need to do that
right now, um, if you're only doing

00:17:14.891 --> 00:17:18.941
it for the sale or for a potential
sale to make it better for the buyer.

00:17:19.391 --> 00:17:19.511
Um.

00:17:20.216 --> 00:17:23.396
You can do that with, with,
with some good planning of about

00:17:23.906 --> 00:17:25.316
a year and a half, two years.

00:17:25.706 --> 00:17:29.036
Um, and then that's typically
just some paperwork.

00:17:29.486 --> 00:17:35.216
Um, doesn't make mean it's easy and,
and it's not always clean, um, but you

00:17:35.216 --> 00:17:36.596
go through the process and you're done.

00:17:36.776 --> 00:17:37.046
Right.

00:17:37.286 --> 00:17:39.926
As opposed to when I want to sell.

00:17:40.346 --> 00:17:42.806
Um, I don't have a good sales pipeline.

00:17:42.806 --> 00:17:47.906
My recurring revenue is a
little, um, stop and go.

00:17:48.476 --> 00:17:54.866
And if I'm wanting to sell, sell, say
in the next two or three years, that's

00:17:54.866 --> 00:17:57.746
gonna be, um, a big headwind for me.

00:17:57.776 --> 00:18:03.386
I'm gonna have to really, really
pump it out and, um, make sure that

00:18:03.386 --> 00:18:05.276
I can make those things clear up.

00:18:05.756 --> 00:18:08.816
But that's also gonna, that
those forensics are gonna

00:18:08.816 --> 00:18:11.906
be left in my financial.

00:18:12.296 --> 00:18:13.106
Performance.

00:18:13.136 --> 00:18:13.436
Right?

00:18:13.436 --> 00:18:17.066
And the customer's gonna be able
to look backwards and say, geez,

00:18:17.096 --> 00:18:21.326
for a long time you didn't have any
recurring revenue, and for the last

00:18:21.446 --> 00:18:25.346
18 months, 24 months, you've improved.

00:18:25.376 --> 00:18:26.636
But what's going on there?

00:18:26.636 --> 00:18:26.966
Right?

00:18:27.296 --> 00:18:30.686
And you may say, well, we weren't good
at it, but then we did get good at it.

00:18:31.436 --> 00:18:35.756
But they still, it's still a risk for them
because you don't have the track record

00:18:35.756 --> 00:18:41.186
necessarily over the long haul that has
proven the longevity of your business.

00:18:41.486 --> 00:18:43.736
So anyway, um, you guys get it.

00:18:44.006 --> 00:18:49.016
It's, again, fun conversations, I think,
uh, to be thinking about the divergent

00:18:49.016 --> 00:18:50.846
thinking, all these different aspects.

00:18:51.116 --> 00:18:56.396
It doesn't have to be overwhelming, it
just has to be aware and then we can

00:18:56.396 --> 00:18:58.136
figure out where we wanna go to work.