This angle addresses the seller’s perspective – validating the fears and questions these garage door company owners have as they consider selling. By simply listing common concerns (again, without fully resolving them in the video), Jake shows he understands the seller’s mindset. The content centers on issues that could impact the outcome or value of the sale, reinforcing that proper guidance is needed. Likely points to cover:

• “Will I get the best price for my business?” – Nearly every owner worries about valuation. Some fear underselling (pricing too low due to burnout or lack of advice) while others fear overpricing. In fact, setting an unrealistic price – whether too high or too low – can derail a sale[11][12]. This concern highlights the need for a solid valuation and strategy (which Jake provides).
• “When is the right time to sell?” – Owners wonder if now is optimal or if waiting could increase value. They’ve heard multiples are high now, but maybe their revenue isn’t at its peak. Timing ties into market conditions and the business’s readiness. (Problem: Uncertainty about whether to grow more first or seize the current market enthusiasm.)
• “How can I maximize my company’s value before selling?” – This concern is about actions to take before sale (cleaning up financials, improving operations, growth initiatives). Many owners suspect there are tweaks to boost their EBITDA or improve their multiple, but aren’t sure where to focus. It’s a problem of not knowing what changes yield the best payoff – precisely what an expert like Jake can answer.
• “What if my employees or competitors find out I’m selling?” – Confidentiality is a major worry. Owners fear that word of a sale could unsettle employees or give competitors an edge[13]. They need to know how to market the company quietly and keep operations steady through a sale. (Jake can reassure them with proper process management.)
• “How long will it take to sell, and what will the process be like?” – Many are concerned about the sale process dragging on. A typical small business sale can take 6–12 months[14], and that full-time effort can distract the owner[15]. Owners worry a long sale process could hurt business performance or that they’re not prepared for the workload. This problem sets up the point that having a professional manage the process keeps the owner free to run the business and maintain its value.
• “Do I need a broker or advisor, or can I do it myself?” – Some owners hesitate to engage help, but also don’t know where to begin on their own[16]. They’re concerned about navigating unfamiliar territory – dealing with buyers, due diligence, legal, negotiation, etc. Listing this concern implies: going alone is daunting (and potentially costly), so an advisor (Jake) is crucial.
• “What deal structure will maximize my net?” – Beyond price, owners often don’t know what sale terms are best (e.g. all-cash vs. earnouts, handling of receivables, etc.)[17][18]. They worry about getting paid fully and securely. This is a nuanced problem – it hints that highest price isn’t everything; you need the right terms and tax planning, which requires expert input.
• “Is this the right buyer for my business?” – Emotion and legacy play a role. Owners fret about who will take over – will they maintain the company’s reputation and care for the employees and customers? They’re concerned about selling to someone who is not a good fit culturally, even if the price is high[19]. (For example, they may hesitate to sell to a buyer who might slash staff.) This is a problem of trust and alignment, reinforcing that an advisor can vet buyers for the “best fit,” not just the best price.