A lot of times the thing that I thought when I started building the business that I was going to sell wasn't actually the thing that the ultimate investor ended up valuing.

I've built and sold nine companies, the last one I sold was 46.2 million, and so I'm just drawing on my experience from selling those to

different partners competitors private equity strategic buyers so that can

tell you the things that I've learned so that you can get there much faster than

it took me. There was a guy who had rental events. So basically he started an event

business where he would he basically have a venue that he would rent and you know

he'd have two three events a week there and he would charge whatever the day rate is for the event,

and that would be more than what his rent was. And that was the entire business. And so he had three locations,

he sold those, and then he started a coaching business or an education

business around helping other people find events bases, rent them out, and do the same thing

that he did.

And so he was like, hey, I want to sell this business the way that you

sold Jim Much. And after talking to him, I was like, dude, I think you're going about this all

wrong. You're trying to sell the goose when you should be trying to sell the eggs.

And this will be the common theme throughout this is that most people are trying to sell the goose rather

than sell the eggs and you never want to sell the goose. You want to keep the goose and let it keep laying

golden eggs, right, so that you can keep selling them.

And for those you don't know the story of the goose and the golden egg, I'll read it to you.

It's two seconds.

There was once a countryman who possessed the most wonderful goose you can imagine.

For every day when he visited the nest the goose

had laid a beautiful glittering golden egg. The country man took the eggs to the market

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