Ben Leonard 10:35
Yep, great question. So there’s a lot of things that can go wrong, or people get wrong at various stages of this. And one of the mistakes that people make is the same mistake I made, which is, in early 2019, I decided to sell my business. Now, fortunately, I was able to recover from this mistake. Because rather than just waking up and deciding to sell your business, what you really need to do is plan to sell your business. And so I was able to recover and say, Okay, well, I’m going to now work through the plan to sell my business. And eventually, I sold my business later that year, late 2019. But really, I should have given myself a longer term plan, by having thought about this earlier, right, probably a year earlier, six months earlier than I did. So what people really need to do is plan to sell their business, or even if you, you know, there are people out there who will be listening, saying Yeah, but I don’t want to sell my business, I love my business, I love my brand, it’s my baby, I’ll never sell it Be that as it may one day, I think that will probably change. Or if it doesn’t, having a business that is perfectly set up to sell has a happy side effect of it runs incredibly well. And it will probably then achieve much more than you are now. That that actually is, is there’s a great book that people should read called Built to Sell. And right at the top of that book, the author says, even if you’re not planning to sell your business, just read this book and do what I tell you. So, so plan your exit or your imagined exit, right, well in advance, don’t wake up and say I want to sell my business, and then start thinking about how are you going to do that? So I thinking now about what where’s my business now and find out what it’s worth now. And then think about Well, if I was going to sell it, how much money would I would I like to receive for it? And if you know it doesn’t matter what the number is that number could be few 100,000 pounds, pounds or dollars could be half a million dollars could be $10 million. Doesn’t matter. Everyone’s everyone’s got different goals. But you can’t work towards that if you don’t know where you are. Right? It’s like trying to track through a rainforest without a map or something. So find out what your business is worth now, think about what do you want to get for it if it’s worth half a million now and you want two million right now you have to reverse engineer back from the two million. What are the things you need to do to get there right and then start knocking those down like dominoes? So that’s the first mistake people make right they just decide to sell and they haven’t planned to sell. The second mistake they make I guess is that their business is a mess. It looks fantastic. Their website’s amazing, their social media superb. Their Instagram is gorgeous. Their YouTube videos are phenomenal. If they’re selling on Amazon, their Amazon listings are amazing, great reviews really good listings. Underneath, when you open the hood of the car and look at the engine or you open the box is a mess. Google Sheets here, documents there. Yeah, Evernote over here. And the rest is stored in the owner’s brain. Or you’ve got freelancers doing stuff, but there’s no SEO piece, right and if your freelancer gets hit by a bus tomorrow, you’re in trouble. So make your business neat and tidy. Again, go back and read that book called Built to Sell I get nothing for recommending that book. I just love that book Built to Sell.
Joshua Chin 14:12
Who’s the author? Who’s the author?
Ben Leonard 14:16
That is a guy called John Warrillow. It’s John Warrillow, yeah.
Joshua Chin 14:21
That is a great book. Yeah.
Ben Leonard 14:23
It is a great book. Another great book actually on that kind of similar in a way is The E Myth Revisited by Michael E. Gerber. Those two books, Built to Sell obviously has the exit in mind. The E Myth Revisited not quite so much, but either book is fantastic for helping you get your business, I like to just call it neat and tidy. Yeah, if you’re going to buy a house, you want to know everything about that house. Equally, if somebody is going to buy your business, it’s only fair to expect they’re going to want to know everything about your business. Do you think running your business is hard? Wait till you try and sell it because the due diligence process is intense. Now it can be made less intense by working with the right people. But nonetheless, the the person or people or organization that may wish to buy your business, quite rightly wants to know everything there is to know about it. And when it comes to them asking you everything there is to know about it, if your business is a mess, you know, beneath the surface, that becomes a heck of a headache for you. And for the potential buyer. Could put the buyer off, could potentially for a variety of reasons, and in them negotiating down on the price. So there’s only upside from having your business really nicely set up. So for some people listening, they’ll be like, how do I do that? What does that look like? Then what is what does it look like when you tell me to make my business neat and tidy? Two ways to answer that one is, well imagine you want to buy a business, what would you want to know about it, start writing a list of those things. And the second is, speak to somebody who knows, right? Too many people go into selling their business, you know, they make the first mistake they wake up in the decide to sell and they haven’t planned and then they kind of go in with blinkers on not really knowing. And then they start speaking with a potential buyer to buy their business. And they’re it’s like they’re talking a different language, the buyer is asking them all these questions. And using all this jargon. And they simply don’t understand because they’ve never done the homework. So you know, those things tied together release is in terms of getting prepared and making your business built to sell.
Joshua Chin 16:45
And these are things that kind of, I guess the number one make a make for a very, very successful and profitable business on its own, but also maximizes valuation. Yeah, what kind of valuations should an ecom brand or if you know if this is even a wrong if it’s even a right question to be asking, what kind of valuation should an ecom brand be expecting?
Ben Leonard 17:10
Yeah, it is an interesting question. Because I’m afraid I’m gonna sit on the fence a little bit and say, Well, every business is different. Because suppose you’ve got so there’s a term, it’s called sellers discretionary earnings. And when we’re valuing a business, typically, this is what we use. Sellers discretionary earnings is your net income with your with something called add-backs added back. We can talk about what our backs are after. But if you’ve got a business, which your sales discretionary earnings, or it for those who aren’t familiar, let’s just just just say profit for the time being okay. It’s not profit, we’ll just say profit for ease. And let’s just say it’s 100,000 pounds or dollars doesn’t matter, whatever. And it’s two years old. And it’s well-diversified and it’s growing, probably get about 3x, three times your annual profit or your annual SDE, we’re going to be technically correct. But if you’ve got a business it’s doing and this is an ecommerce, right? I’m referring to ecommerce specifically. So you’re doing $500,000. And you’ve got enormous off Amazon sales. So you’re very well diversified in that respect, you’re not relying on one marketplace, you got lots of intellectual property protection, massive growth five years old, could be much higher, four, five, more even five and a half. Right now we’re seeing values in that range 2x to top and 5x. I’m afraid that is fairly broad. But it needs to be because there are some there are a broad range of very different businesses out there. A few years ago, 3x would be the top end. Valuations are going up in this space. So that’s yeah, that’s where we are.
Joshua Chin 19:04
Which means it’s it’s a good opportunity.
Ben Leonard 19:07
Great, great opportunity. The key is right, is not to maximize the growth in your business. Because if you if you max out, there’s no meat on the bone left for a buyer. Right, a buyer wants to see some meat on the bone and to experience not growth as well. And then sell your business on for a higher multiple, because they’ve rolled it up, right with other brands that they’ve purchased. Or they’ve used their resources to grow even more and now it’s got an even higher multiple.
Joshua Chin 19:39
Interesting now, right here. Here’s a personal experience of mine now. We’ve had a couple of clients that we still do work with, who are planning for an exit and a very core reason why they chose to work with us for the retention marketing channels is so that it bolsters valuation. What are your thoughts on retention marketing, customers lists and all that stuff and you know, how does that play into valuation?
Ben Leonard 20:16
It does, it does play into it not quite as much as sometimes as sellers would hope. But there are direct and indirect benefits to this in terms of the valuation so directly, people might say, well, I’ve got my email list of X 1000. Surely that’s worth something. So that’s going to add value. It is. But if you were to compare two identical businesses on purely on the direct asset value of the email list, it’s not going to add that much. But indirectly, when we think about, well, what can we do with that email list? Right? And as we’re planning our exit, how are we harnessing that email list to grow our revenue, grow our profit, grow our sales, discretionary earnings? What will that add? Right? Because if we have two identical businesses, one with email list, one also with an email list, but one is effectively marketing to that list. And one is not I see it all the time, right? I see it in my consulting clients all the time. Somebody has an email list, when did you last email them? A year ago. Well, yeah, your email list is worth nothing. But if you’re using your email list, to generate more profit, and then you multiply that out, by your multiple, right, you’re adding potentially hundreds of 1000s of pounds or dollars to the value of your business, if that makes sense. And if you can demonstrate, so suppose you’re using an effective email marketing software suite, whatever, it doesn’t matter what it is. In the back end of that, you will see the value per email recipient, you will see how much revenue proportionally you’re driving from, in this case, email. When you’re negotiating and positioning your business and putting together your prospectives for potential buyers, or rather, when hopefully, the competent broker that you have advising you is doing this, you will be able to demonstrate Well, here’s what we’ve done with it. And here’s where it can go, right. Here’s all the upside you can enjoy with that. And therefore that justifies its higher value we’ve placed on the business because of this asset. Does that make sense?
Joshua Chin 22:37
That makes sense. Yeah, this is super interesting to me, because I’ve never thought about it that way. It’s just been something that, that, you know, lots of brands have been, I guess it’s thinking about a lot of ecom entrepreneurs kind of start with the perspective of I’m going to scale this brand to a point where I feel is somewhere kind of near the peak of what this brand could be and start looking for an exit or potential sale. So that’s super interesting. Now, what’s next for brands after exit? What’s life after an exit?
Ben Leonard 23:15
Yeah, well, depends person to person, some people may exit a brand and other than the transition period, where you are, you’re almost onboarding the new owners into running that business will have almost nothing to do with that brand. Because they’re just they’re done. They’re cutting their ties, that’s it. And maybe some people take money off the table, and invested in starting a new ecommerce business or another business; might still be in ecommerce, maybe you’re starting a service company, don’t know. Or maybe you’re gonna go invest in property, maybe you’re gonna go retire on the beach, if you made enough, I find that I get a little boring. But you know, that’s, that’s what some people want to do. Other people have taken off less money off the table. So significant life-changing money, they paid off their mortgage, but they still need an income. Well, what are you going to do, maybe you’ve, you’ve now got a skillset, right? You can consult, you can do what I’m doing. Or maybe you can take your lived experience in multiple ways. So you know, I’m going to use me as an example because it’s the best example I know. I kind of have three hats right? I’m still building brands, partly because I love it partly because I now have learned how to build a brand, develop that into a valuable asset and then sell it, and partly because I need to still be building brands and you know be on the ground in the trenches in ecommerce in order for me to do this, in order for me to advise people just in scaling their ecommerce business in general but in getting the exit with ecom brokers because there are far too many people in this space who bring shovels to the gold rush. But they don’t really know anything about what makes a good shovel. Right? They haven’t been there, they haven’t done it. And they haven’t got that lived experience. And so that’s one of the things that makes ecom brokers a bit different for instance.
Joshua Chin 25:14
I love that I think it’s hard to, it’s hard to claim that unless you’ve actually been in the trenches and understood what it feels like, emotions are involved in even selling a brand. It’s like parting ways with a child almost for some.
Ben Leonard 25:33
Oh, yeah, completely. No, I get it. I love the brand I built. And I don’t own it anymore. And I can’t take the big decisions on it anymore. I still have some involvement, because I choose to just in terms of advising the new owners on a few different bits and pieces. But the emotional attachment people have to their brand isn’t it is important. And there’s a couple of things that makes me think about. One is, if you feel like you are getting bored of your business, and that the emotional attachment is dwindling, or the excitement you get to get out of bed and run your business is dwindling. That is a red flag. And it’s time to really start thinking about preparing to exit. Because the growth you experience when you are passionate, versus the growth you experience when this is becoming a chore and a drag. Well, actually, probably there is no growth, right? You’re plateauing, you’re going downhill. So it’s time to start thinking about handing over the keys to somebody who has a the resources and be the passion, or the oomph to keep your brand going. Right. The best time to sell is when you’re on an upward trajectory. So don’t wait until things have gotten bad. But the other thing about having a passion for it is that you need to make sure that when you do sell it, it goes to the right people, there are plenty of people who can buy your business. And equally, plenty of them who will then mess it up. Because they don’t have the expertise. And that’s one of the pitfalls of A to selling direct to a potential buyer, you know that they pitch to you. You’ve got dollar signs in your eyes, oh, my God, they can give me all this money upfront? Well, A, they’re probably not giving you enough money for your business, because they’ve gone to you direct, rather than through a decent representative. And B, are they the right people to take on your business? I mean, for instance, if you’re selling a pet brand, and the buyer is buying your brand is much more experienced in kitchen or sports should they be taking it on? Have they got the resources to run your business? You hear about this all the time. And what’s really difficult about that is, you know, fairly often the deal is structured that a lot of what you’re going to get paid is coming going to come in and overnight period. Well, the earnout really needs to be renamed doesn’t it, because you’re not earning it. It’s how the business then performs under the under control of the new owner affects what you get rewarded for it. So you need to be very confident in the capacity for the new owner to run your brand successfully. Also, we need to make sure that your deal structure is tight such that if they screw it up, it’s not gonna affect you too much. And when you work with a decent broker, you can structure your deal in that way. That make sense?
Joshua Chin 28:34
Yeah. And yeah, I was just about to say, what percentage of valuation should be money off the table? And what percentage of it should be in an earn-out? And yeah, is there? Is there like a Goldilocks rule?
Ben Leonard 28:51
It’s a difficult one. Because, okay, so generally speaking, the majority is going to be upfront, which is great. Yeah, talking 70, 80, 90%.
Joshua Chin 29:04
Okay. Right.
Ben Leonard 29:06
However, sometimes could be lower, because they’ve offered you you know, you may have negotiated to get more, right, if you’ve negotiated well, but, they’ve come you know, the compromise, if you like as well. We’re gonna wait a little bit more of this on the back end, if you like. The thing is about many of the buyers in this space is they’ve been given money by their investors and instructions by their investors, only to spend X amount. The way that the buyer then gets around that is they say, Okay, well, we’re only gonna spend X amount when they get around that is they put less on the front end less on the upfront offer and more on the earnings. But then your agreement on the earner needs to be watertight such that you don’t miss out on enormous sums of money because you’re literally a few dollars or a few $10,000 short on what the targets they’re supposed to hit, right, which is why it needs to be a sliding scale, when you put together these deals. And when the buyers come to you direct, this is never in their offer, which is poor. And you don’t think you don’t know how to do this, because you don’t know what you don’t know, until you’ve worked with somebody, right? There are multiple ways to, to structure the deal. And it all depends, like for some people, some people just want to get out, get as much money upfront as they can, and might be willing to accept a lower multiple for that. Others will have much more confidence in their brand and where it’s going. And if they’ve sold their business through the right channels and found a very competent buyer, they’ll have high degrees of confidence in that buyer that yes, actually, these targets are realistic, I’m confident that they will hit them. And therefore I’m happy for a bit more to be on the back end of the deal. Because you know, we’re gonna this is realistic, does that make sense?
Joshua Chin 31:00
How much of a, you know, how much of your involvement is there? And how much can you influence a brand once it’s sold or can that be structured into the deal itself?
Ben Leonard 31:11
Yes, it can. It can be structured into the deal. Or, sometimes a better way to do it is structured into a deal, but not the deal, right? So okay, when you sell your business 99 times out of 100, you’re not selling it because you want a job to go and work for the buyer, right? You are, um, you want to take some money off the table and realize the potential of that what whatever that gives you whether you want to go and retire on a beach, or start another business or whatever it might be. Yeah, and so you’ll have your transition period, which typically is never more than 40 hours in the first three months, and often much, much, much, much less just jumping on a few calls and answering some emails. On the other hand, maybe you’re extremely attached to your brand, and you really want to see some more of the upside in where it’s going, you may maintain some equity in it. Although typically, that’s not what we see. Some people do take a job at the buyer. Although more often than not, they’re not taking an employed position, but a consulting position. And that’s where you could have a side agreement, where you’re actually going to continue on a chargeable per hour basis, to consult with the buyer on the running of that brand. Maybe there are other brands, right, you’ve, you’ve proven yourself, you’ve created a fantastic brand that they want to buy, why not advise them on the other brands that they’re buying up? Maybe you’ve got a whole pipeline of products that you would be launching to your brand, if only you have the resources, while your new buyer has the resources, they’ve raised millions, possibly billions of dollars to go and scale ecommerce businesses. Well, they’ve got the resources to launch these products, all you have to do is develop them and help them with the launch strategy. Maybe you can have an agreement there where either you get paid upfront, or perhaps preferably probably you’ve negotiated a commission on the profits of those products. After you’ve watched a lot there’s, you know, many, many ways to skin a cat.
Joshua Chin 33:11
That is that’s so good. I think a lot of people just don’t think about these details when it comes down to actually getting out of the business. Very not shifting the focus to you, when you sold when you signed the term sheet and you’re actually how does that work? So you sign a term sheet today? Where are you the money afterwards? Or is there a period of beauty that happens?
Ben Leonard 33:39
When you, so, I’ll explain how it works with ecom brokers. Other places are different, but more or less, more or less is what happens, right? Your business is, is put up for sale. And hopefully you’ve worked with a broker who is doing a significant amount of work to get it really well positioned and built to sell to maximize the value particularly on the accountancy side, right in terms of your add-backs, making sure accounts are done on an accrual basis and on a cash basis, that type of thing. And you’ve gone to market and they’ve identified several buyers. And let’s just say ones coming with an offer. They’re going to provide you the seller with something called a letter of intent, which can either be binding or nonbinding, usually binding but not necessarily. Which is a letter that says we intend to buy your business for XYZ amount. And if you agree, sign on, it’s either binding or nonbinding and give us 30 sometimes 45 days of an exclusive period to do our due diligence, which as we mentioned at the top of the call, super intense period of time looking at every nook and cranny of your business. Yep. And don’t be afraid of that people listening, right? It’s nothing to worry about. Yes, it’s intense, because they just need to know that everything’s okay. But it’s nothing to be like anxious about it’s just, it’s completely normal, right? That’s just what you have to do. They will do their due diligence. There’ll be a lot of questions asked, during this time, quite a lot of calls, often with legal representatives on both sides, just to make sure that everything is aboveboard and handled correctly, you will have a legal representative and if you go through a good broker, they will be introducing you to legal representative options. And at the end of this due diligence process, assuming everything is hunky-dory, hopefully, the buyer has not identified anything that’s put them off or caused them to say, Well, actually, you know, this is not as it wasn’t, therefore, we’re only going to offer you, you know, this much for it. They will be providing you with either the APA asset purchase agreement or an SBA share purchase agreement, depending on whether it’s an asset sale or an entity sale, that will be signed together with a variety of other legal documents related to the ownership of the business, probably a non-compete and NDA, various documents. And the deal will be done. And there are various ways that money ends up in your bank account. Often it can be wired directly, often it can be wired through your legal representative who will then work on to you or through your broker. And none of those ways are right nor wrong. They’re just different.
Joshua Chin 36:43
Gotcha. And that well, from an outsider’s point of view that sounds incredibly painful and complex. But I guess having someone like ecom brokers along the way definitely helps quite a bit.
Ben Leonard 36:58
Yeah. The way I look at it is, in our businesses, we’re used to hiring people to help us whether it’s our Facebook ads, or our Amazon, PPC, PPC, or you’re the product photographer or a copywriter or a translator or an influencer. But people are suddenly put off of getting expert help when it comes to their most valuable asset, which is their actual business on the sale of it, if you try to do it yourself, you’re only going to screw it up. Try selling your business whilst juggling the running of the business with the selling process, you know, one of those balls you’re juggling is gonna get dropped. It just makes sense to work with somebody who’s been there and done it. And there are a lot of brokers out there. There are some great brokers out there. There are also some fairly standard brokers out there. And the key thing is to work with someone who’s experienced on all sides, right, preferably. So they’ve got experience in, in ecommerce in terms of actually being an ecommerce seller. They’ve got experience in mergers and acquisitions, they’ve got experience on the accountancy side, so they understand how you are how the valuation of your business is actually working. And they need to be in a position where they’re not just going to say to you, oh, yes, sell your business right now with us, we can get you this much for it. You need to be able to sit down and say, well, actually looking at your business is worth half a million now. But if we were to do this, this, this and this over the next three to four months, we could add this much the value of the business. Because people like that have your best interests at heart, rather than just trying to make a quick buck. It’s about working with somebody who’s going to help you manage a path to an exit. And, you know, it could be that you that you say, That’s great, thank you very much. But actually, I do want to sell right now, which gets fine. More could be that you say you know what, thanks for telling me that. I’ve changed my mind. I’m just gonna hold on.
Joshua Chin 39:00
And again, at least, you know.
Ben Leonard 39:02
At least you know, there’s no wrong answer. You need to need to find out what your business is worth now so you have a reference point.
Joshua Chin 39:10
What was the first thing that you bought after having the money wired to your bank account?
Ben Leonard 39:16
The first thing was I took my wife out for lunch at a very cheap and average burger restaurant. Because it was nice and normal. And we like that kind of thing. And I must admit, right, other than the second thing, which I’ll tell you in a moment, very little has changed for us. Because most of the money that I fortunately got for the sale of the business is just being kept safe and invested. And it’s growing. And other than that, you know, I’m not particularly materialistic. I prefer you know, experiences and you know, later in life especially after all the craziness that’s going on in the world right now, it has passed a lot more traveling and experiences will be happening. But I did treat myself to one thing. And that was a Tesla Model S.
Joshua Chin 40:12
Oh, okay. Interesting, interesting. They just launched in Singapore, and pre-orders are happening right now. So very interesting.
Ben Leonard 40:24
Fascinating organization. Listen the car is not perfect. I would say that the technology is incredible. And you’re paying a premium for the technology, you’re paying for the name right for being honest. You are, of course, I understand that. And I accept that. If we’re being honest, there are multiple aspects on in terms of the trim, both on the interior and the exterior, which are, are inferior to other cars of the same price mark. Inferior to a Porsche, or, or a Jaguar or BMW. But the technology is lightyears ahead and Tesla is catching up on the trim issues as they I think they’ve had quite a lot of teething issues as they’ve rolled out mass production. Yeah, they’re like factories –
Joshua Chin 41:11
Paint jobs and stuff like that.
Ben Leonard 41:12
Yeah, yeah. It’s a but it’s, you know, fascinating organization. I’ve never been an early adopter of stuff, generally. And I thought this was the time to change that. Although, am I am an early adopter, the Model S started being sold in 2012, or 2013. I bought mine at the end of 2019. So maybe I’m not an early adopter. But anyway, I think I bought one –
Joshua Chin 41:34
In the grand scheme of things. Probably yes. But yeah, in the grand scheme of things. What is one thing that you wish more people either know about? Or understood about? In general, in the world.
Ben Leonard 41:54
In the world, or ecommerce?
Joshua Chin 41:56
In the world.
Ben Leonard 41:57
In the whole world?
Joshua Chin 42:01
Yeah.
Ben Leonard 42:01
Well, okay, we’re gonna get deep and philosophical. All right.
Joshua Chin 42:04
Let’s go there. Yeah.
Ben Leonard 42:06
I wish people valued more experiences, this is to go back to a moment experiences rather than material possessions, which is a slight contradiction on the fact that I did buy a very material car. But
Joshua Chin 42:25
It’s also an experience, isn’t it? Driving a Tesla?
Ben Leonard 42:27
You know, cuz I’m a travel person, right? I, hey, here’s a here’s going back to mistakes, right? It wasn’t a mistake, in hindsight, but it kind of at the time, it felt like it during the due diligence process for selling my business, my wife, myself, and our five-month-old baby at the time, we’re doing an interrailing, three, three weeks of interrailing, around northern Italy, with backpacks. So, I would be in hotels, and the evening on due diligence calls with my potential buyer, whilst during the day sightseeing around like Venice and Rome. And it was and you know, traveling on the Italian high-speed rail network. And that was a mistake in the sense that I took what was already an intense process and added an extra level of stress. Although on the other hand, it was quite nice to de-stress. And you know, wander around and eat ice cream during the day. So yeah, I went off tangent there. But yeah.
Joshua Chin 43:45
Interesting. Experiences. So I’m assuming you would spend, you’d way rather spend, like 1,000, 100,000 bucks on an incredible experience, once a lifetime experience versus something fancy they can buy?
Ben Leonard 43:59
Yeah, yeah. Although I mean, I don’t suppose like, there’s not too many experiences that you need to spend like hundreds of 1000s on. But for instance, we would like to build a new house. And we’re hopefully going to do that in a few years. And that house is a one-off purchase, we’re never going to do it again. And it’s going to provide us with experiences rather than this, what I think is, is quite an unhealthy image of the ecommerce entrepreneur, which is perpetuated by certain, shall we say gurus in this space, of having fast cars, and constantly buying just stuff stuff stuff all the time. And I think that is something which shames our industry, you know, you see the gurus with the Facebook ads, buy my course and you can do all this stuff. It doesn’t exist. The way to do it is to build build a brand around a group of people who have particular pain points and problems and develop products to serve those pain points and problems and create a tribe of raving fans around your brand. And do that by providing them with incredible service and high quality. Sustainably build it into a valuable asset that you can sell. And then sell it for what it’s worth. Don’t get, don’t get done by a direct sale or by sort of you know, a flipper. Who won’t do any work to position your business properly, correctly calculate your add-backs, market it correctly to the right buyer, sell it to the right buyer. Enjoy on the upside on the back end as well. And then take the money off the table and go do whatever you want to do.
Joshua Chin 45:41
Beautiful, Ben, if people listening are interested to get in touch with you learn more about Ecom Brokers and just talk about how they could potentially plan for their next exit. Where should they go?
Ben Leonard 45:56
Yep. They should go to ecombrokers.co.uk. It’s just ecombrokers all one word .co.uk. It’s a UK domain, but we’re kind of working all over the world. No hard sell from us. As I said before, we won’t just try and like sell your business right now. If it’s not right for you. Fill in the sell your business tool, and we can find out what your business is worth now and then you know where you are. I’m on most social media. The handle is BenLeonardpro on Facebook, Instagram, Twitter. I’m on LinkedIn. If you want to, you can check out my website, which is BenLeonard.pro. That’s more of my consulting side. If you’re interested in that. Yeah, that’s about it.
Joshua Chin 46:38
Awesome. Ben, thank you so much for being on the show.
Ben Leonard 46:41
Thanks for having me. Really enjoyed it.
Outro 46:45
Thanks for listening to the eCommerce Profits Podcast. We’ll see you again next time and be sure to click subscribe to get notified of future episodes.
