How Was I Supposed To Know That?
How Was I Supposed to Know That? is a business podcast hosted by Bernard A. Williams that helps entrepreneurs and business leaders avoid costly mistakes by learning from experienced professionals. Each episode explores legal, financial, operational, and growth-related topics through candid conversations, practical advice, and real-world lessons that every business owner wishes they had known sooner.
How Was I Supposed To Know That?
Exit Planning For Small Business Owners
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Most business owners work for years to build something valuable, then guess at what it’s worth when it’s finally time to sell. That guess can cost you real money. We sit down with business broker and M&A advisor Hitash Patel of TransWorld Business Advisors to get practical about exit planning for small business owners and what actually drives a strong business sale.
We talk about when to bring a broker into the conversation, why the best time to think about an exit is earlier than you think, and how a business valuation can double as a roadmap. Hitash explains how he looks beyond financial statements into operations, legal readiness, and the transferability of the business. We also tackle the word everyone throws around but few define clearly: multiples. Instead of treating a multiple like magic, we break it down as risk assessment, including owner dependence, customer concentration, and what buyers worry about when they take over.
From there, we walk through the real mechanics of taking a company to market: using a teaser to protect confidentiality, requiring NDAs, vetting buyers, and building a Confidential Information Memorandum that tells the company’s story with the data to back it up. If you’ve ever wondered how buyers are found, how serious buyers are separated from curious clickers, or how to sell on your timeline instead of in distress, this conversation lays out the playbook.
If this helps you, subscribe, share it with a fellow owner, and leave a review. What part of selling a business feels most uncertain to you right now?
Hi,
Welcome And Why A Broker Matters
SPEAKER_00welcome to Hell's Nice posting know that. I'm your host, Bernard Williams. I'm also the founder, managing, and partner of a small business law firm called Company Council. Uh at Company Council, we work with small companies that are growing and scaling, have a lot of legal issues going on, but don't have anyone in house who can handle those issues. That's where we come in. And one of the things we'd like to help our clients with is the MA process. Sometimes we're on the buy side, sometimes we're on the sell side. But we'd love to get involved in that process and really add whatever value we can from a legal perspective. One of the conversations that I often have with my clients, however, is about the importance of really assembling a team. A team of experts, a team of people who really specialize in distinct components of the M ⁇ A process. And, you know, we as attorneys certainly play our role, but we're just one slice of the pie. There are other professionals that are important to have involved as well. And one of those such professionals is having an excellent business broker in your corner. And that brings me today to the real privilege that I feel in having uh my guest on the podcast, uh Hitash Patel, uh, with Trans World Business Advisors, is just uh an excellent, meticulous, uh uh successful business broker uh that I've come to know very well over the over the past couple years. Uh and I'm really pleased to welcome him here on the podcast. Welcome, Hadesh.
SPEAKER_01Uh thank you, Brenda. That was a good introduction. Thank you.
SPEAKER_00Thank you. The um then now the check is in the mail, you said, right?
SPEAKER_01Yep, yep. On the mail.
SPEAKER_00Great, excellent. Uh so um so I I introduced you as a business broker, but maybe uh you can uppack that a little bit and explain to the audience and me what a business broker actually is and what what you do.
SPEAKER_01Yeah,
Buy Side Versus Sell Side Roles
SPEAKER_01sure. No, thank you. Uh so as you mentioned, Bernard, buying, selling businesses or any transition or succession planning in the business world is not handled by one person or it's it's it's a team effort, right? As you mentioned before. So there's everybody's role to play. There's an attorney there, there's a CPA there, there's uh you know, the process guy, the operations guy, and then there is a the role of a business broker or M ⁇ A advisor also in there. And and everybody has a different role to play, where our role comes into the play is once the business has been prepared well for the exit, and let's say we have to find a buyer for that particular business, uh, that's where with our established relationships with the previous buyers or companies we know of that are looking to acquire some more business and grow through the acquisitions, uh, we reach out to them and try to find which buyer would be a perfect match or good match for this particular instance. And then we coordinate all those things, takes care of the communications, takes care of the negotiations along with other team members in the process.
unknownYeah.
SPEAKER_00So um, is your role to assist on the buy side or on the the sell side?
SPEAKER_01Yeah, it could be either side. Uh so in my personal practice, uh I would say eight out of ten times I'm representing the sellers uh on the sell side. Uh, but every now and then, as I mentioned before, like sometimes the uh the companies or the smart buyers who are looking to grow uh inorganically, the uh acquiring another business is the fastest way and the best way to grow their business. And then during those times, if if they are very strategic and they have uh instead of doing their leg works by themselves, they would reach out to a person like me and we can help them on the buy side. So I would say two out of ten times some of my engagements are on the buy side as well.
SPEAKER_00So are there ever any scenarios where where you're a dual broker or you're representing both the the buyer and the seller on the same transaction?
SPEAKER_01Uh so not really, they're pretty clear that whom I'm representing at that time. So let's say, for example, if I'm representing on the sale side, they already know that who is my client. So even though let's say the buyer comes without any kind of another advisor, or we make sure that they understand that, yeah, we'll be help helping you to uh throughout this transaction, we'll help you out in whatever manner. But at the end of the day, uh my client is on the sales side, so they would know who my client is. And uh yeah, sometimes it in in the brokerage world, it becomes uh uh uh you you you can't identify whether the person paying the fees is the one you're representing because sometimes the co-broker is uh a situation where the brokers, whether buy side or sell side, they are being paid by the sellers, right? So, but in in being fees on the side, uh you keep it aside, but it has nothing to do with whom I'm representing. It's uh from the very beginning, we let them know that uh I'm looking out for the best interest for my client whom I'm representing.
unknownYeah.
SPEAKER_00That's interesting. So so there are times when you might be representing the the buyer, which you're being paid by the seller.
SPEAKER_01Yeah, it depends. Uh sometimes buy side advisor, we always get paid by the buyers because they come and they say, Look, we'll pay your fees. So we are pretty upfront when I'm reaching out to the sellers, saying that uh our fees are getting paid by the buyers. So you don't have to worry about dishing out some extra fees, you know, for those purposes here.
SPEAKER_00Yeah. And does that I'm sure I know the answer to this, but I've got to ask the question. Does that influence the way that you did you approach the work?
SPEAKER_01No, not really. Yeah, and and it should not. And that's where the ethics and then what for uh if you've been doing it for a long time, you you can really see and people value whether it's buyer or seller. At the end of the day, these transactions are uh complicated. There are a lot of different uh factors involved in there, and at the end of the day, uh the clients, the buyer and the seller want the transaction to be done, right? Somebody wants to sell it, somebody wants to buy it. We are helping there to facilitate that and want to make sure that at the end of the transaction or within those process, everybody is making an informed choice, right? At the end of the day, my goal is to make sure uh that whoever is making that choice, they they are understanding what they are making that choice for. So, yeah.
SPEAKER_00So um so let's let's let's imagine that I'm I'm a business owner, we don't have to imagine that part, but but let's imagine that uh that I want to sell. Uh and um and and it and you and I cross paths, you and I were having a conversation. Uh at what point should our conversations really begin in in in earnest in the process?
When To Start Exit Planning
SPEAKER_00Should it be um, you know, right well, you mean you I'll I'll leave it at that. At what point should I should I bring you into the conversation?
SPEAKER_01Excellent question, Bernard. Excellent question. A lot of people don't realize when they should start thinking about the exit, but the more prepared you are, right? Uh one of the really smart uh entrepreneurs once told me that, Itash, can you what's the best, do you know what's the best time to start thinking about exit? So I said maybe three years, five years before you plan to exit. And he's like, no, the best time to plan for the exit is when you form the company, when you start the company. So uh, and again, it it goes back to because when you're running the operations, when you're running the business, it's a different way of handling the day-to-day process, your financials, everything. But when you're looking to exit out of the business, you are thinking, you should be thinking from the perspective of the buyer, the potential buyer who is going to take over that business, right? So, how that needs to be uh operated, how that needs to be organized in such a way. So, to answer your question, I would say, let's say we we come to know each other and we my first question normally would be like, uh, so Bernard, uh what's what's your goal? Like you started this company. What what are you when are you thinking of as a succession planning? Like, do you have uh kids or relatives you want to pass this business to? Or uh do you do you see this business going to your employees, or do you see this business being sold this to like a third party? These are the kind of options I'm I'm trying to gather the information about. And then one very, very important question comes into the play is do you know what's your business worth right now? Right? Like I would say seven out of ten business owners have no idea what's their business is worth. And and it's nothing because they don't want to know it, because they never found a need for that, right? There was never a need to find out what the business is worth. Uh but as the business becomes more sophisticated, the more higher revenue, more number of employees, then all these uh you're hiring the management team for your business to run the daily operations and all that. During those times, uh when you want to increase your business credit, you you go out to the bank and you want to find out, hey, so up to a certain extent, bank doesn't ask about your business valuations and all because you have been having a relationship, so they keep on increasing your line of credit, and that's how you you work with your with your bankers and all. But nobody ever thinks about from the perspective of what if I want to plan my estate, like in I'm sure in your uh a lot of your clients uh you you're planning their uh estate, and in during that time, you you need to find out what's what's the business worth because most of the business owners, I would say majority of their assets is tied to their operating business, basically.
Valuation Insights And Growth Pathways
SPEAKER_00So should I get my business valuation and then go to you, or or should I go to you and then go and get the business evaluation?
SPEAKER_01Yeah, either that's a that's a great question. And either option is okay, but what I would say is professionals like me, a business broker or MA advisor, if you are if you just reach out to us, we'll be happy to give you a quick, like an overview of the insights. You don't have to pay Buku Bucks for that, right? And then an arm and leg for that. And we just give you an insights like, and at the end of the really the if you look at our business valuation done, and then the insights, what you get out of that valuation are worth every penny, you know, and then because now you let's say we we value your business, it comes out to be like, for example, five million dollars, and you say, my goal is to reach at eight million dollars and then exit, right? So during that time, during that exercise of finding the business valuation, we can also give you the pathway to reach at that eight million dollars. And who all other professionals would be involved to make sure that when the time is to completely exit out of from your business, it's it's worth eight million dollars in that time. So, yeah, either option is good, but uh people who are into everyday transactions, market changes, uh the people, what kind of business they are looking for, that changes, so the multiple changes and and all those things, it's a good idea to reach out to a business broker or MA advisor to give you some insights on that, on how the markets are.
SPEAKER_00So I have see see if you've got me really intrigued by this hypothetical example that you just laid out. Um can we can we can we talk through this a little bit? Sure, sure. So um I come to you and we do sort of a preliminary evaluation and uh and and and we find out that my my current value is five million dollars. Right. Uh and I say that's not that's not good enough. I want to I want to sell eight million. Right. So you identify things in the in the valuation that I can do or put in place to bridge that gap between the five million dollar valuation of today and the future state uh eight million dollar valuation. What are some of the things that that you can tell from a from a valuation that would um that you can use to build a strategy that you know is going to yield that that result?
SPEAKER_01That's that's uh another great question, Bernard. And then in those things, you'll identify every business as different. So when you're doing assessment, you're just not looking at financials. I'm asking about their operations, I'm asking about their legal, uh, if there was any kind of litigation or any kind of uh so all those questions, it boils down to one particular number, right at the current stage. Now you say that okay, in in three years I want to reach this to eight million dollars. We do our reverse math, we do our forecasting, we do, and then and based on that, say, okay, to reach here, you need to have the sales revenue of this much, you need to have profitability of this much. So, in those, when we are doing those business valuations, we identify what's the best way to make this possible. Sometimes it's it's just a matter of uh changing the prices, you know, or finding a better vendor, or uh making sure you understand where your margins are, where your profitability is. And those are the insights you get out of those business values and the discussion of that. And from there, my I'm not a coach, right? I'm I'm uh we do the assessment, we understand year, we we see what's the goal. Uh but in between, if we need coaches, sometimes it's uh it's uh uh issue of finding the right team for the right position, right? So during those times, there are so many different professionals out there. Uh, we would connect those business owners to them. We we say, look, you need to work on your legal paperwork. We need to work on your because when the time comes and when we take this business to the buyers, buyers are becoming very selective because there are a lot of choices. Yeah, they're willing to pay good prices, but at the same time, they want to make sure the business is prepared for sale, they can get all those insights, they can get all those data. So if those things are not well prepared, it's your your business is not going to get good offers for your business. So we want to make sure that everything is tight, everything is taken care of well before we take out the business to the buyers out there.
Multiples Explained As Risk
SPEAKER_00Uh I thank you. I appreciate this explanation, but it it's it's it's occurred to me that we've been talking about valuations and kind of some ancillary concepts um for a few minutes now. And the one word that has not come up yet uh is multipliers. Uh and I find that interesting because when when I talk to entrepreneurs, uh if I were talking to an entrepreneur, the word multiplier would have come up six or seven times by name. Yeah, but that that's how the most entrepreneurs think that the evaluations are conducted. It's how they know what their um business should go for on the market. Uh um talking a little bit about multipliers and are are is are they mythical? Is there something to it? Like does it actually play into uh to what you're doing with companies when they begin this this sale process?
SPEAKER_01Yeah, this probably is a whole another segment for us to uh for us to discuss, but the way I look at it, the multiplier, is if about everything about the business, I want to bring it to at the end of the day, I want to bring it to the risk assessment of that business, right? If if I see that the business does not have too much of risks when it transfers from one owner to another owner, right, suddenly that multiplier for me is higher because I'm ready to take more risk on that. So again, some people would not like my definition or the way I think about the multiplier, but that multiplier number boils down to number of how much risk I'm able to. So for example, let's say a business is revolved around an owner who does everything. Okay. So I'll give you an example. Physician. You don't have to go and look out for the for the patients. It's it's an everyday need, right? People come to walk into their door and they are taking care of at the end of the day, that business is growing, all those things, but everything is revolving around that one professional, one clinician, right? So when that business is getting sold, the risk of having the same amount of revenue and the same amount of profitability with the new doctor is the risk is much higher. It's not going to be exactly the same, right? So what happens is the multiplier basically is two or three. So whatever the owner's yearly profit or cash flow for that owner is, you you give a multiplier of two or at the most two and a half, because when you calculate all the different risks and you quantify to one multiplier, that's what it comes down to, right? Now the same business, if there were two or three partners within that group practice, the owner retires, the new owner comes in, and there are still two more doctors. So there is a relationship already, the customers, there is a risk of losing the customers is much less. And same thing can be applied for professional practices or manufacturing, or like let's say you're in the manufacturing business, that the number one thing we look around is customer concentration. Sometimes the the manufacturing company has let's say 10 customers and the two of the top customers is giving them 70 to 80 percent of the revenue. That's a big risk, right? Right? So then the multiplier is lower for those kind of businesses. So at the end of the day, I'm I'm looking at like how much risk the buyer is gonna face when this business is transferred from the current state to the new owner. So the less number of risk it is, the higher the multiplier number it is. So even though the same business, uh and that multiplier is you're applying that to either Ibita number, either the cash flow number. So a lot of people talk about multiplier, but multiply to what, right? To sometimes it's revenue, sometimes it's profit. So you need to like dig deeper and find out where that multiplier. But that multiplier number is is basically to me, it's it's a quantifiable number to manage the risk of transferring the business from one owner to another.
SPEAKER_00Okay. Thank you. I appreciate that.
SPEAKER_01Yeah.
SPEAKER_00So um so let's so simple getting back to my hypothetical scenario where I'm ready to sell my law firm. Um, and let's say that uh that I've decided uh that you know my son uh has no interest in taking over the business, and none of my employees want to. Um and uh and I'm looking for a third-party book. Um at least let's say we're past evaluation point and we've agreed on my now $8 million value because I've put things into place that you didn't advise me. Uh what's next? Uh what uh how how do you um what's the next step and and how do you help me at this point through the process?
SPEAKER_01Yeah.
Marketing The Deal With Teasers
SPEAKER_01So Bernard, you spend like probably 10 years in your business now, and now for whatever reason, either you're relocating to uh another state, and now instead of this brutal winter in in Pennsylvania, and now you want to move to Florida or Arizona and then uh play golf over there, uh 24 years. Get out of my head, so during that time, what you have built in this 10, 12, 15, 20 years, I need to understand. And we sit down and we spend two, three hours if it's needed, half day, one day, doesn't matter, but I need to understand like what's how did you when did you start this business? What was the journey like, and where you are? So and the reason behind that is when buyers they are buying the business, they're not buying just the financial statements. Say 50% I would say is is quantitative valuation where numbers and everything make sense, but 50% is also qualitative, like there. Want to know the story. They want to know, understand what they are getting into. This business has been part of the community, part of the so what are they getting into? So I need to understand all those things. So we we gather, we synthesize, we we bring a story out of this uh whatever we can in a in a summarize that, and then we call something that what we call this is confidential information memorandum sim. Okay. So the SIM is like a brochure with basically the story of the business, daily operations, the team, what a team looks like, and the financials. And now we created this small dossier, which once we identify the right buyers, where they sign proper paperwork about the uh that they are not gonna uh start talking about this potential sale to everybody and anybody. They're signing this uh once we vet them out and we find out that this is the right buyer, we release that information sim material to that buyer. Uh so that's the reason we want to sit down as a next step and understand the story behind that, and we synthesize all those things into one document, which is a good starting point for buyer to understand whether they want to move forward in this process or they they want to take a look at some other business, basically.
SPEAKER_00Uh is is the identity of the company revealed in the in the sim or is that redacted as the sim it's released.
SPEAKER_01Uh but before sim, we send out something called teaser where there is no uh company's name, no, you you cannot pinpoint which company it is. And that's what we call teaser. And with the teaser, once they take a look at the teaser, we give a little bit of an uh highlights of the financials. And based on that, the buyer would make a judgment whether this is a good business for them or not. And now, if they want to move forward with the process, that's when they would sign the NDA, the non-disclosure agreement, and provide some kind of uh uh information about their financials, whether they can get qualified to do this, purchase this business or not. And that's what the next process comes. And then once they get qualified and once they we feel that, yeah, this is uh this is a genuine buyer, uh, because there are a lot of curious people out there who have uh just because it's so easy to find about the business, they click, click, click, and and uh so that vetting process is a big uh part of the process. And once we we are sure that yeah, they are genuinely looking to purchase a business, that's when we release the same material basically to them.
SPEAKER_00Okay. So and so you as a broker, you're managing this entire process and
Why Brokers Run Communication
SPEAKER_00you're handling all the communications.
SPEAKER_01Yep, yeah, yeah. Yeah, that's a big part of it because when the owners try to sell by themselves, sometimes to smaller businesses, or sometimes somebody trying to say a few bucks and then they don't want to pay the broker any kind of fees, or like they say, okay, maybe I can do this, right? That's where now you are into this uh situation where if you are trying to handle this sale, people already know like who you are, and then and and and rather than managing the business, now you're trying to even negotiate with these buyers, trying to find out whether the buyers are correct buyers or not. So uh yeah, you you might uh think that you are saving some uh uh money by not paying brokers or advisors out there, but uh it's a short-term thinking. You have built this business for 10, 15 years, you have built something which is like really, really uh there's a goodwill out there and it can be transferred, and you can get might as well again invest some money and find the best. And and most of our business brokers or MNA advisors, we work on a success fee-based model, right? So yeah, there might be like a initial retainer on a smaller scale, but majority of our fees are successful based models. So if we are not able to complete the transactions, all that time, all that communication, we don't charge a single penny for that. At least I don't charge a single penny until that's been successfully sold and we found a buyer for them.
SPEAKER_00So it's amazing. So when you work with a success fee, they don't they don't pay a dime until the business actually closes.
SPEAKER_01Yeah, yeah.
SPEAKER_00Is that is that pretty is that pretty standard in the way that you operate?
SPEAKER_01Yes, for the business brokers, uh that's very much a standard thing. Uh where because it's every business is different. There are no guarantees out there, the the buyers are different. So uh and and that's our way of like our incentives are aligned with your goal. Uh and and there might be some uh some brokers, some companies might charge small fees to uh get everything prepared, and which is uh those are nominal fees, but uh the bulk of the fees are more geared towards success fee-based model, basically.
SPEAKER_00Okay. Uh so um one of the problems that I see a lot of times is uh that um you know a business owner might want to sell, they may even be ready to sell. Maybe they uh they're they're they're prepared to walk away psychologically and not operationally, and and and all that's good. The question becomes where do I find a buyer? I and I know that one of the things that that you're really particularly good at is finding buyers. Uh so I mean without revealing your secret sauce, um what's your secret sauce?
Finding And Vetting Real Buyers
SPEAKER_00How do you make those connections between the prospective buyers and the and the sellers?
SPEAKER_01Yeah. Yeah, there are several different ways we we reach out to the buyers, right? There are like as a I'm I'm associated with this larger organization, which we operate as a company, we've been operating for almost 50 years now, right? So and we are throughout the United States and uh dozen other countries. And so if you have a really strong system, really strong uh support from from the companies like ours, right? Uh for every business which is listed by us when we are helping our clients to sell their business, on average, we are getting 15 to 20 inquiries, and sometimes up to 200, depending on the business. And and out of those two, like let's say on average, let's say 20 inquiries. Out of those 20 inquiries, one person purchased that business. The 19 are still out there, so we we keep them informed about the other opportunities. Maybe they lost on this one, but there could be other that's how our touch points are there. Uh we are on a major platform throughout uh on the internet. If you look at there are probably uh dozen different websites, which uh like in in the real estate world, there might be like uh few websites where you're looking out what houses are for sale, right? So similar, there are uh a few websites which are more geared towards uh purchasing a business. So in doing those websites, that's where we would uh send out these teasers, which I earlier spoke about, like uh these are the businesses which are listed. Uh one that, and as I said, we have like uh 200 plus locations throughout the United States, and all our offices are connected to one system, right? So we are talking to each other as soon as the our sellers' information goes into the system. Maybe my neighboring state has buyers who's looking to relocate in in in this state, or my buyer is looking to relocate. So there's a lot of collaboration efforts goes into the into the play. And then networking, a lot of networking, a lot of trying to find out whether person is looking to, you know, like buy a business or being a partner, or they want to be investors. So a lot of conversations. It's it's it's not uh every time it's it's basically uh a lot of efforts to find out from the people what they are looking to get into. And once we identify that, we keep them posted with the opportunities.
SPEAKER_00Great.
unknownYeah.
SPEAKER_00So uh Sarah Tash, the the the name of the podcast is How Is I Supposed to Know That? And the premise is that uh small business owners find that running a small company is not always as linear as we think. Uh, lots of times we we stumble, we make mistakes, we learn from them, we pick up on them, and we go along. Uh, but uh in in from your perspective, as somebody who has handled so many transactions and has worked with so many entrepreneurs, you have to have seen people make mistakes, you have to have seen uh just horror stories, uh, maybe that uh the the without revealing any names or revealing anything confidential. What can you share with our listening audience about things that maybe they wouldn't have known about or stories of things that maybe maybe they should be aware of so they can avoid?
SPEAKER_01Yeah.
Common Mistakes And How To Avoid Them
SPEAKER_01No, that's a great question. It could be all different uh stages. I can, but the one common common mistakes what I see among the business owners is they don't start the preparation of selling early. They wait until the the businesses they see that okay, it's either declining or they're waiting to the last minute. There's some kind of a distress situation which is causing the sale of that business where they want to exit out. So instead of that, I would say each and every business owner needs to think about the exit at least two years, three years before their actual exit. And at that time, don't hesitate to reach out to professionals, you know, like who have done it multiple times. There are a lot of really good brokers out there, really, really good brokers out there. And at the same time, there are equally crappy ones too, but you need to find out uh like what what business brokers out there or MA advisors or reach out to like uh other of your uh business who have business owners who have sold their business and find out like how was their experience, right? But start the preparation at least two to three years before they exit is is I would say uh the number one message I would give it to the business owners that they need to start thinking, even though they don't want to sell it. Nothing, nothing wrong in just getting to understand what's your business worth, right? Let's let's go and get the business evaluation done every two to three years, or and then it's it's a really good business broker. We as a company, we generate a lot of data out of these transactions. And that's why our brokers' opinion of value report are so inexpensive. It's a pretty uh very insightful report, what you get, which is like 30, 40 pages report. And you can understand, okay, now I if I need to improve my business, what are the things I need to do? And and uh so those kind of conversations, those kind of investment uh early on pays 10 times more when you're renting selling the business. So you are selling the business on your terms, on your schedule rather than in a distressed situation. You build this business for like on average, business owners, that's their life, right? Majority of the time they spend their their time in that business. Everything revolves around that business just like kids, right? And and when and when it's time to sell it, might as well give a little bit of a thought to that and and hire the professionals. Just invest in a little bit of for the professionals. Don't try to do this by yourself. Again, it's it's uh yeah, you might you think that you are saving some uh few bucks on the brokerage fees, but it's it's uh I'm I've seen it multiple times that it pays off uh well for every uh much money what you paid. And as I said, it's it's a success fee-based model. So why hesitate? You know?
SPEAKER_00So it makes a lot
How To Reach The Guest
SPEAKER_00of sense. So if someone's listening to this and they want they want to reach out, they have questions, maybe they're interested in you uh preparing uh uh uh such an uh uh evaluation. Uh what's the best way to reach you?
SPEAKER_01Yeah, so if you look at our website, uh our company is called TransWorld Business Advisors, and the website is uh Tworld.com. And our phone number for me personally is 717-303 uh 5050. Uh so yeah, just uh Google Trans World Business Advisors. We've been out there for almost 50 years now. So uh happy to connect and and uh make some informed choices out there.
SPEAKER_00Yeah, uh this has been great. It was really, really been valuable and I appreciate your time. Uh any any parting words uh before we um let you go on without you uh about your day?
SPEAKER_01No, thank you, Bernard. Thanks for uh giving me this opportunity to reach out to your clients and then your uh and then happy to make uh any conversations if if anybody needs any kind of uh and then uh we don't charge by the minute. So uh but yeah, uh once again, uh uh thank you for inviting me here and giving the opportunity.
SPEAKER_00I've really enjoyed this conversation. Uh thanks so much for um for all of your advice and for all of your wisdom. Uh Williams, uh and this has been another episode of How was I posting event? Thanks.