Welcome back to the game.

Business owners making less than $10 million per year cannot afford to make this mistake.

And it's a problem that limited me and my ability to sell my company.

And there's four parts of this mistake, and it starts to something that I like to call,

Keep Me In Risk.

If a single person is vital to how your business operates, and if they were gone, the business

would cease to be able to exist or be able to be as profitable as it is with that person.

And so this keyman risk can exist at the founder level.

So it might be you.

Like if your business, if you leave for two months, which by the way is a great test of this, if the business cannot sustain its level of productivity, like if all of a sudden

the sales go to zero, or they cut in half because you're the only good closer, or all of a sudden

you're not even getting leads because you're only a good marketer, or because the product

can't be delivered because you're only person knows how to do it. In each of these situations, there's key man risk. And that can be, of course, you, the owner. In the beginning, it's more

common than it's you. And then over time, that key man risk can be an employee who works

for you. It's just as dangerous for a public company that has an employee who has zero stock

in the business, who happens to own

all the passwords, for example, to every single dedicated system. Like, if that person leaves,

it could do material damage to the business. You've got these functions that occur in the

business on a regular basis, and there may be multiple people that can do these functions. And so the

opposite of key man risk is redundancy, meaning if one of these people disappear, we still have a flow

for, let's say, dollars to go across this bridge. It can still keep, kind of make its way through.

All right, so let me tell you a story. So one of the key man risks that existed in gym lunch, and we had multiple.

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