Taylor Bryner on Selling a Business, Exit Planning, and Building Buyer Trust

In this episode of Connections That Matter, Andrew Johnson sits down with Taylor Bryner of Transworld Business Advisors to talk about what really goes into selling a business, how business owners can prepare for a future exit, and why trust, clean books, and strong systems matter more than most entrepreneurs realize. Taylor shares practical insight on business valuation, buyer psychology, legacy concerns, and how to make a business more transferable long before it hits the market.

Episode Highlights
🔹 Taylor explains the real formula behind business value: return divided by risk.
🔹 He breaks down the business sale process from valuation to marketing to due diligence and closing.
🔹 He shares why clean books and reduced perceived risk can dramatically impact business value.
🔹 He discusses the difference between building a job and building a transferable business.
🔹 Taylor gives practical advice on systems, CRMs, checklists, and automation for owners who want to scale.
🔹 He explains why many business sales are triggered by major life events like health issues, death, divorce, or financial pressure.
🔹 He shares how vulnerability and authenticity help him build trust quickly with clients and referral partners.

Why You Should Listen
🔹 You’ll better understand what makes a business attractive to buyers.
🔹 You’ll learn why exit planning should start years before you want to sell.
🔹 You’ll get a clearer picture of how buyers think and what they are actually looking for.
🔹 You’ll hear valuable insight for business owners who want to increase value now, whether they plan to sell soon or not.
🔹 You’ll pick up networking and relationship-building lessons from someone who works closely with business owners during major transitions.

Businesses Taylor Recommends
🔹 Kelly Vaughn – TeamLogic IT. Taylor praised Kelly and her team for solving urgent IT problems quickly and for reinvesting in the community.

How to Contact Taylor Bryner
Taylor Bryner
Transworld Business Advisors
Phone: 970-222-1202
Email: tbryner@tworld.com

Timestamps
0:00 Why the right buyer matters more than the highest unrealistic offer.
0:21 Introduction to Taylor Bryner and Transworld Business Advisors.
1:02 What Taylor does and the types of businesses he helps sell.
1:42 The full process of selling a business.
3:53 Emotional attachment and the challenge of valuing a business realistically.
4:42 What determines the value of a business.
6:08 Who buys businesses and what buyers are looking for.
7:19 Why business owners decide to sell.
8:29 Communication strategy during a business sale.
10:24 Why clean books matter so much in a transaction.
11:32 Building a business versus building yourself a job.
13:25 Systems, CRMs, automation, and keeping things simple.
14:36 A real story from one of Taylor’s recent transactions.
16:19 The team involved in getting a business deal to the closing table.
17:43 Networking strategies for reaching business owners in the B2B space.
19:43 How referrals and first meetings with potential sellers usually work.
21:42 Legacy, family business emotions, and creative deal structures.
23:09 Taylor’s approach to building trust quickly.
24:21 Business shout-outs and local recommendations.
26:03 Systems versus people in business success.
27:23 When business owners should start exit planning.
28:45 How to connect with Taylor.

Transcript

SPEAKER_01 0:00

If you really care about your employees, it might be better to go with somebody that actually knows what they're doing versus somebody that came in with uh what is actually an unrealistic offer and they're not going to be able to get it to close.

SPEAKER_02 0:21

What's up, everybody? Welcome to another episode of Connections That Matter, where we have engaging conversations with Northern Colorado's best networkers and find out some of their hidden ticks, tips, and tricks about what makes them successful. Today I have Taylor Briner from Transword Business Advisors in. And if you've been to a networking uh event, you might have seen him as usually the sharpest guy, sharpest dressed guy in the room. Taylor, welcome to the show.

SPEAKER_00 0:46

Thanks for having me. Best is uh quite quite the uh adjective there.

SPEAKER_02 0:50

Maybe I get a level up my my venues that I see, but uh you you definitely come in making a good first impression uh from the team. I appreciate that. Well, tell us for those who haven't met you, tell us a little bit about yourself and your business.

SPEAKER_01 1:02

Yeah, uh my name's Taylor, and I help people sell their business. That's what I do. All kinds of business. All over the place. I mean, I've uh my my biggest client right now is a multi-million dollar biotech company, and my smallest client that I ever worked with was a sixty thousand dollar shack on the side of the road. No, no uh hyperbole there. You sell the shack? Yes. Okay. Yes. Yes, we did.

SPEAKER_02 1:28

Well, uh it's interesting business because as you're coming up with evaluations, um, looking at numbers, looking at people. Um, what all goes into a business sale?

SPEAKER_01 1:41

Ugh, there's so many moving pieces. Um it's it's there's a lot. Uh I mean the the first step is kind of uh just uh uh information gathering phase, a discovery phase. I'm trying to get to know the the client, how their business works, um doing a deep dive into the financials, trying to uh you know, figure out what what a fair market price will be. Um that's uh more of uh an art than a science at times. Um and then after that, I'm I'm putting together marketing material, uh trying to condense all that information to help people make a decision as quickly as possible, and then we blast that out all over the place. Uh we get people to sign NDAs before they get to look at any identifying information, and then they're receiving that packet. Um, I mean, businesses uh get anywhere between 50 and 150 inquiries uh honestly. Yeah. And a lot of those are tire kickers, a lot of those are um, you know, people that are interested but don't don't have the resources to actually get the deal done. And so uh I'm filtering through those. And then once we've kind of narrowed it down to to a few people, we're we're interviewing them with the seller, um, making sure that we're finding a good fit. The the last thing you want to do is spend months in a transaction with somebody that you don't like. And then uh yeah, then kind of begins the the due diligence phase. Um that's where everything's out in the open. You show them pretty much everything, uh, save for maybe a few a few secrets that are gonna wait until after the the sale. Um if everything looks good in due diligence, then we get the meeting of the minds and try to get everybody on the same page. That's where the lawyers come in. That's where uh you know that's that's that's where things can sometimes fall apart, where people are are got a lot of sunk cost into the deal at that point. And so people try to do interesting things uh at the closing table. But um we we try to we try to spot those landmines in advance. And then uh I I get paid when the sale actually finishes. Once all the documents are signed and the business actually transfers over, that's that's how I get paid.

SPEAKER_02 3:54

Well, it's interesting. I watch, you know, network with a lot of people who are trying to grow their business, and the the passion of an entrepreneur is uh high, I would say. Uh very but uh is that tough in a business uh transaction environment? Like are people just super attached and maybe their sense of what the value is is not the actual market value?

SPEAKER_01 4:14

Aaron Powell Yeah, it it it happens a lot. Uh you know, it's similar with real estate where people think their house is worth more than it is, but it you know, it it really depends. I've I have seen it the other way around too, where it's actually worth more than they think. Um that's a rare exception, but it's uh I mean when it comes down to it, a business is worth what somebody's willing to pay.

SPEAKER_02 4:35

Yeah. Well, as uh business owners who are watching this, what are some things that determine the value of a business?

SPEAKER_01 4:42

Yeah, if that's that's probably the question I get asked the most. Um if you really want to break it down, I'm I'm gonna give you like seven years of my education boiled down into like five minutes here. Do it. Value equals return divided by risk. Um that's that is the value formula. No matter what, that's that's going to determine the value of anything. Um the return is is easier to get a hold of. That's the the that we find that on the on the PL, we find that on the on the tax return. That is what the benefit the the benefit to the owner is for owning the business. So we can we can measure that. Um there's also some intangibles in that too. If somebody is, you know, wanting to escape corporate life and they just want to be their own boss, that can be worth something too. Um, but the solid number that that's pretty easy to get. The risk portion is a lot harder to get a handle on. Um every single buyer is coming to the table with a completely different background, um, a unique set of experiences, uh unique education, um, uh, you know, their own their own investment time horizon. It's that number fluctuates for every single buyer. And so for every single buyer, the business is worth something different. Um, that's the benefit of a free market. We take it to market, we try to collect all of those bids and take the highest one.

SPEAKER_02 6:08

Well, take me through the kind of the mindset of a buyer. We've actually had quite a few podcast guests. Instead of starting a business, they've bought a business. Uh where do they come from? What are they looking for? And uh would you say they sign an NDA? Is it like plumbing business with these rough numbers and then they find out what it actually is? How does that work?

SPEAKER_01 6:25

Yeah, yeah. So our listings are all uh anonymous, but it gives you some information, rough location, what industry, um, as long as it's not too niche, uh, they're they're rough numbers, and then they're signing in an NDA and getting to look at at the rest of the information. Uh, I would say 80% of our buyers are what we call corporate refugees. They're people that are trying to get out of their at race and and buy their way into a business. And uh that that makes up the vast majority of the people that inquire. The rest are what we call our strategic buyers, somebody that's already in the industry. Um oftentimes businesses can be worth more to strategic buyers, uh, especially if that strategic buyer has a better profit margin and they they think that they can bring that profit margin to your revenue. Um, that can that can be a better value capture than you know the average corporate refugee. But those are the two main categories we see. Yeah.

SPEAKER_02 7:20

Uh so when they on the other side, when they're ready to sell, um are they just like sick of it, time to hang it up? Is it um what what situations lead to a sell of a business?

SPEAKER_01 7:33

It it varies, but uh unfortunately a lot of times it's death, a lot of times it's it's health problems, divorce, um all the big same life events that would cause somebody to to sell a home uh can can come into play, financial problems. Um all of those are what I tend to see. Um I I can give you uh uh an example of one of my one of my first clients, they their mother was having health problems and they needed to move out of state and uh on a very quick timeline. And so that's uh we've got a saying that you you can sell on your terms at their price or on their terms at your price. And so if you've got if if you've got uh a better negotiating position where you you can be more flexible with the buyer, that puts you puts you in a better position for negotiating price at least. But um, yeah, when when those when those things that you have no control over really force the situation, that's where people get in trouble.

SPEAKER_02 8:30

Let's talk about communication, because uh the art of the deal, you have some strategic like some people sell their businesses and the employees don't even know that it was up for sale. There's a lot of uh um, you know, specific who knows what when. Um but what is that communication like throughout the the sale process?

SPEAKER_01 8:49

Yeah, there's uh I mean first and foremost, my communication with the seller is is my top priority. Um most of the time I'm representing the seller. Uh I'm I'm keeping them up to date on everybody that's reaching out about the business, and that's all being done through private channels, email and and text and phone calls and in-person meetings. Um the the buyers, it's it's much more staged when they get information. Um, like I said, they'll get a general teaser. Once they sign an NDA, then they'll get more identifying information, more specifics. Um during due diligence is when they're gonna get a look at like all the raw data entries into QuickBooks and and get to see how they how we came up with our numbers. Um But yeah, generally employees are the last to to know, employees and customers. Um neither of those groups in most cases should know until after the sale. Uh if you think about it, you know, you might think you have really loyal employees, but it as soon as the idea of them not having a job enters their mind, that's they start looking. Yeah, they they start having backup plans. And uh if we all do our job right, they're not gonna need to find a new job. That's unnecessary stress on them. And so uh, you know, the introduction happens after after the close. Hey, here's the new owner, nothing's changing. This is you know, it's business as usual. Um, and and the the old owner is normally going to be there to support the transition all the way through and help everybody uh get get acclimated to to whoever bought the business.

SPEAKER_02 10:23

Uh you talked about the books and looking at the numbers. Uh what's what's the state of the business books and like what should they be if they're if you're preparing it for a for a sale?

SPEAKER_01 10:34

Yeah, um as clean of books as possible. Um I've talked to some people that don't have books, and that all that does is create uh perceived risk where there doesn't need to be any. Um and really perceived risk is the only type of risk that matters in a transaction. It's the risk that the buyer perceives. Um but if you can have clean books, that makes a huge difference. Um you know the every business owner wants to be as unprofitable as possible in the eyes of the government to pay the least amount of taxes. That's what I was wondering. And when you go to sell your business, you want it to be as profitable as possible to get that return up for the buyer. Um, you know, there's there's a kind of a mutual understanding between all parties that that's how that works. And then there's a way that we we as brokers go through and normalize the the financials so that um, you know, it's actually reflecting the tangible benefit to the owner. Uh yeah.

SPEAKER_02 11:33

Well, Taylor, too, like some people build a job um and other people build a business. And so when when I say build a bot with a job, like the business can't really exist without them. So I would imagine the value of that business is significantly lower if they're trying to exit. Um what what framework or what decisions would you advise for somebody who's really trying to build a business and not just build a job?

SPEAKER_01 11:57

Yeah, yeah, that's that's true. That does impact the the value. Um, I do want to clarify though that just because you've built yourself a job doesn't mean it's worthless. Sure. Those do sell. Let's let's be clear. Um but uh yeah, re- restate, restate that's like a part of your question.

SPEAKER_02 12:14

Yeah, what advice would you give to a business owner who is really trying to focus on building that business, not just building a job?

SPEAKER_01 12:21

Yeah. Um I'm I'm a big fan of the 80-20 principle. If you haven't read that book, um read it. Basically, the the the main point is that you spend 80% of your time doing things that only account for 20% of your income. Um, and those are things that you should probably be delegating out so that instead of spending 80% of your time on that stuff, you can spend 80% of your time on the the stuff that really matters. It's it's uh it's so much easier said than done. I don't want to just put that out there like it's easy to do, it's hard to do. Talk to people that have done it. Um, you know, put put in place good uh processes, having a good CRM is important, having a good uh sales system is important. Uh automating as much as you can, um, especially now with with AI. I've I've played around a bit with uh automating things I don't want to do, creating tools that'll merge my my tasks from my CRM directly into my email, things like that. There's there's a lot of stuff you can do that um can help automate.

SPEAKER_02 13:25

Let's get into those tools because uh I you know I'm very curious of the the tools that you use for your business, but you probably have a unique insight into the tools that people are using for their businesses. What what are some um hidden secrets or things that are working really good now in 2026?

SPEAKER_01 13:45

You know, it's uh it's a little bit hard to say because a lot of the a lot of the people I'm talking with are older and haven't implemented those things and uh they're they're looking at getting out of the business for a reason. And so um on the flip side of that, though, you know, there's an amazing growth opportunity in those types of businesses. Uh you know, I having the the I would say the right CRM is the one that you're actually gonna use. Uh don't don't overcomplicate your systems. Like keep it simple. Uh use checklists. They're used in aviation for a reason. Every single time an airplane takes off, there's a checklist that has gone through. That's because it works. Um, so lots of checklists and uh yeah, that would that would be keep it simple.

SPEAKER_02 14:36

Well, I imagine there's no two businesses that are the same, but tell me uh a story of one of your recent transactions, uh, and kind of take me through it from how you first got the lead or the talk or um to closing table.

SPEAKER_01 14:52

Yeah. Uh let's see, I had uh had a lady reach out to me that had a pest control business, and um she she needed to move for uh health reasons, needed to go move, be with her mother. And uh she reached out to us. Uh we came in, uh, did evaluation. Um, given that the the that the timeline was so short, uh just a couple of months, we we priced it lower than market. Um normally on average, you're for for a regular small business, you're looking at like a 2x multiple. Um that's the number gets thrown out. It's a little bit more complicated than that, a little bit more nuanced. You you know, it it varies by industry, but that's kind of the average. Um, I think we went at a 1.8 multiple. And uh we were able to find a buyer. Actually, the the next day somebody called and they ended up being the ones that put in the winning offer. Um the the actual due diligence portion took about five or six weeks. Um that's pretty average. Uh with bigger businesses, it it can be quite a bit longer. Um a lot of times with the with the bigger transactions, the largest bottleneck is going to be the lender. Um and then yeah, we we all decided that we wanted to close on the last day of the year. So I scrambled over Christmas to make it happen, and that was that's how it turned out. Right on.

SPEAKER_02 16:20

Well, let's talk about the team uh of people that you work that helps get to the closing table. Because I think a lot of people would view it like a real estate transaction. There's title, mortgage, uh, but in a business transaction, is it CPAs, bookkeepers? Are you are you networking with all of those people involved in the business?

SPEAKER_01 16:37

Yes, yes. CPAs and book uh bookkeepers are huge uh oftentimes because I I need their help understanding why they did what they did with the books. Um CPAs are key to to closing, uh depending on the size of the deal, having specifically tax experts uh can be can be a big part of it. Um having attorneys, attorneys and uh uh landlords as well. The landlords that that own the property, if if they don't own their own property, can throw a wrench in things. So sure. Those are kind of the the I would say those are the main parties that are involved. Um you know, I come in at the very beginning, help get everything tidy, uh, sort through all the different buyers, and then we try to keep the the attorney costs down. We have some good partnerships with with attorneys that charge flat rates for for our smaller deals to keep things affordable for small business owners. And uh they've already got all the templates for the the promissory note and and changing the name and they've got all that just on standby. So it's uh we've got a really streamlined process.

SPEAKER_02 17:44

Well, let's talk about networking because uh like I see I I see you networking, uh I see you building relationships, but specifically in a business like yours where it's B2B, you're trying to get in front of business owners. Some of these networking events are, you know, realtors, tradespeople, a lot of B2C stuff. How do you how do you sort out to make sure that you're networking effectively in the B2B space?

SPEAKER_01 18:05

Yeah, it's uh it's definitely a challenge. I mean, the the the person I want to talk to doesn't need to network. They've already got a well-established book of business. They're just chilling while all of their employees are making a millions, right? That's that's not the that's not the the standard, but those people are out there and they're hard to find. Um, you know, I I don't look at any sort of networking as better than another form. Everybody knows business owners, everybody has family or friends that have business owners. That that's one of my things, is that everybody has somebody to to everybody has something to teach me. And so uh when I go out, I'm looking for all sorts of of diverse backgrounds. Um I will say though that uh like networking in action has been good. It's people that are are intentional about growing their business. Um tabletop networking is fun if you're trying to, if you're just trying to build up a network from scratch and you're going in, that's that's a great way to uh really hone in your your elevator pitch. Um see what else is there? Uh Colorado Connect is another good one that meets in the Elizabeth Hotel in Fort Collins. Um that one's uh a a good entry level. Um, I shouldn't say entry level, but it's it's free, it's welcoming, um very community focused. Uh and then for finding some of those more established businesses, it's it's trade shows, it's uh sector partnerships, um stuff that's specifically for for one industry. That's where you tend to find the people all trying to learn from each other. And that's that's where the big guys are.

SPEAKER_02 19:43

And when you get referrals, or I'm sure it's somebody's having a conversation, maybe it's at a bar late night, or they're just talking about what's next for them. Um, but a lot of people don't know how to sell a business. I wouldn't know how to sell a business. Um, what's that handoff like from that conversation, or maybe they're exploring in the mind to connecting them with somebody who could truly get them to what they want?

SPEAKER_01 20:07

Yeah. Um yes, I I get quite a few referrals and I'll always be given some sort of piece of information that the person knows about them. And a lot of times I find out that that's just a cover story or not the full picture. Uh so my first step is to try to get an in-person meeting. Um, I don't want to talk over the phone. I don't want to be going back and forth over email. I want to get into a private room where we can look over numbers, get really specific about things, and uh actually figure out what it is that they're uh what what what it is that they're looking for because sometimes they're not even honest with themselves.

SPEAKER_02 20:45

What does that look like?

SPEAKER_01 20:46

What when they're saying they're not honest with their themselves, was I mean, you know, some some people will get uh I don't know, the they'll get hung up on on certain things that they think should be important to them, um, but really it's not. Sometimes that's that's that can be price. Uh you know, it it if you really care about your employees, it might be better to go with somebody that actually knows what they're doing versus somebody that came in with uh what is actually an unrealistic offer and they're not gonna be able to get it to close. Um the the right buyer is the one that's gonna be able to get it across the finish line. I mean, there people will come out and say, Well, I wanna I wanna buy it for a million dollars. It's like, okay, cool, where are you gonna get that money? Well, I was hoping that it's seller finance. It's like, all right, well that's not how any of this works. So let's uh let's back it up a little bit.

SPEAKER_02 21:42

Well, how much does legacy play in a business transaction? Because it's you your business lives on after you're gone. Um some people care about, some people don't. Like, what is what do you see as far as the way legacy plays?

SPEAKER_01 21:56

I I see that a lot where it's some it matters, some It doesn't at all. There's some people where they would happily uh negotiate something else away just to keep their their name on the business and to make sure they stay on the about page. Um there's other people where it it's it's not a big deal. Uh the the family businesses can be there can be more emotions tied up with that. Um I'm I'm seeing a real trend towards, well, and I guess there's a bit of survivorship bias. I'm only talking to the people whose kids don't want to buy the business or don't want to run the business. Um, but I will say that's there's quite a few of those that that you know, they're like, well, I thought my kid was gonna want it, but they don't. Um and so that can that can get a little bit more emotional, but um, you know, it's it's all about it's all about finding it's all about finding two parties where one wants something that the other has, and vice versa. And and in the best negotiation, you're gonna find out, you're going to find out something you didn't even realize you wanted and get that too. That's what I'm trying to aim for is find out, hey, is there something creative here that you never even would have thought of that actually makes it better for you? And that that happens.

SPEAKER_02 23:09

Taylor, one one thing that I noticed about you is like you're really good about building trust with your clients or your referral partners or the people in the um you have a knack at like doing that at a quicker level than um the average entrepreneur. Uh give us some tips. Uh, what what are some of your secrets of how you build trust so fast?

SPEAKER_01 23:29

Um I've I view vulnerability as a superpower. Uh I will talk about the nitty-gritty things that have happened in my life pretty quickly because uh I I I've gone through hard things in my life and I want them to have meaning. And uh I think if I can help other people avoid the same things I had to go through, that's a way to give those bad experiences meaning. Um and so I just I I I don't try to sugarcoat my past. I don't try to to to lie about about who I am or things I've been through. I just try to, you know, make it normal to to have a weird, hard life. Everybody's gone through something. And if you can if you can make them feel like they're safe to share anything, that's that's where that's where you build trust.

SPEAKER_02 24:21

Yeah, right on. Uh well, you know some great businesses, uh, either from having you personally worked on the transaction, but uh a lot about it being a good networker is being able to recommend the really good ones. Uh why don't you give a couple shout outs? Some people that you worked with or some businesses that you would authentically endorse or recommend in in Colorado.

SPEAKER_01 24:40

Yeah. Um, let's see. Well, out of our our shared network, um, Kelly Vaughn at Team Logic IT, she's great. Former podcast guest.

SPEAKER_02 24:49

There you go.

SPEAKER_01 24:49

Yeah, yeah. She she's awesome. Uh I've seen I've seen her work firsthand, uh, fixing problems when when stuff hits the fan. She her and her team were on it and and fixing it very quickly. Um I also know that they're that they reinvest in the community in in a multitude of ways, and that's uh I think that's an indicator of of a good business. Um see who else uh actually also Jeremy Howe uh that you had on on the podcast. Um that guy is way overqualified. He he is he's got a very interesting background uh in in the medical field, and it's I is is it just carpets or just all sorts of sanitation that he does? Yeah, him and I have talked uh specifically about the the the biotech biotech listing that I have right now, and that dude knows his stuff. So um he's a good guy. Uh let's see, who else did you you also just had Thomas. Thomas Kern, right? Yeah. Thomas is a good guy. Um if he if he paints like he treats his networking, he'll be there on time and he'll he'll show up with all his energy. Um I I really like Thomas.

SPEAKER_02 26:03

Right on. Well, uh how much of a business success or the magic is the systems or the processes or the human being behind it?

SPEAKER_01 26:16

It's uh it's a mixture of both. Um I don't know if this will make sense. I I kind of view business as alchemy. Um you know, you you you take something that's less viable, you take smartphones, for example. The sum of those components is what, like five bucks in raw materials. Uh if you can reorganize something that already exists so that it has more utility, that's where value creation happens. Um for example, like therapists, they see a lot of the same problems, they they help people through those problems and they reduce the the the amount of work it takes to solve those problems for each individual client. That's value creation. And so really it's I don't know that it's necessarily it's not necessarily about the systems, it's not necessarily about the people. It's just is there value creation and are they scaling it up? And you know, the the people are where the value creation I think happens, the systems are where the scaling happens. Um, both are necessary to grow large businesses, but that's I don't know if that makes sense.

SPEAKER_02 27:21

That's just that's kind of how I view it. I'm just viewed that entrepreneur that is thinking about their exit plan. Um should they reach out to somebody like you when they're ready to sell, or is does it make sense to reach out to someone like you maybe two years out of a way to prep and get ready for it?

SPEAKER_01 27:40

Yeah. Well, all the stuff that makes a business valuable uh is stuff that you should be doing regardless of if you're gonna sell the business. Um, I mean, like I said, the only way to create value is increase your return or reduce your risk, and you want to do both of those as a business owner. Um you know, I I would say our process takes on average eight months to sell a business. That's the average. Um but you know, that there's outliers that can take multiple years, sure. Um, especially if if the business is niche. Um, so I I recommend people yeah, reach out to me like two years in advance. Um we should be having that conversation before that two years, though. Uh you know, Trans World does the the sale portion of of uh you know selling a business, but uh we also have a sister company called Exit Factor that does the leading up to that and building up your business and putting the systems in place and making it more transferable. Uh that's that's something that I think anybody at any state in their business should be going through. Right on.

SPEAKER_02 28:45

Well, Taylor, uh I'm sure people watching this, either they're in the B2B space and they see you as hey, you he's probably talking to the same people that I want to talk to, or maybe they got a business and they're wondering what it's worth, uh wondering how to sell. What's uh what's the best way for somebody to get in touch with you, either do a one-to-one or or uh have you give them a consultation?

SPEAKER_01 29:07

Yeah, absolutely. Uh so my my work number will be in the show notes. Um if you want to reach me personally, my personal number is 970-222-1202. Uh it's a really great radio number, lots of two, super easy to remember. Um, yeah, give me a call, text me. Uh my email is tbriner at t world, t-b-r-y-n-e-r at t world.com. Um, either of those you'll you'll get to me. But uh yeah, let's let's sit down in private and see see what we can do, see if we're a good fit.

SPEAKER_02 29:39

All right on. Well, Taylor, thanks so much for coming on the show. Really appreciate great conversation. We'll see you around Northern Colorado.

SPEAKER_01 29:44

Awesome. Thanks for having me. I appreciate it.

SPEAKER_02 29:47

Hey all, thanks for watching. I love networking and building relationships with other Northern Colorado business leaders. So if you want to come meet some of these podcast guests, meet me, or meet some other amazing entrepreneurs in Northern Colorado, I would love to have you attend one of our next events. Uh go in the podcast description. There's a way so that you can see our upcoming schedule. And maybe you could be a future podcast guest as well. Thanks.