You built the business. We'll help you protect the legacy.

Yes. In an operating engagement, you retain ownership. The exact division of operating authority and owner decision-making is defined before responsibilities are transferred.

That depends on the engagement. We define decision rights up front so both sides understand what EE can decide operationally and what requires owner involvement or approval. The intent is not to create ambiguity about control.

Depending on the scope, EE may take responsibility for day-to-day leadership, operating systems, financial reporting, HR and people processes, management cadence, owner reporting, and coordination with the existing team. We do not assume every company needs the same model.

An operating engagement is not advisory-only. We may recommend changes, but the distinguishing feature is that EE can also take responsibility for implementing and carrying agreed operating work.

That is not what we promise. Owners still have ownership responsibilities, and some businesses will require more owner involvement than others. The goal is to reduce unnecessary operating dependence - not pretend ownership carries no responsibility.

It depends on the company and the path. Operating engagements generally require meaningful upfront alignment and an agreed ongoing owner cadence. Sale engagements have quieter and busier periods, with greater involvement typically required during diligence, negotiation, and transition.

For sale engagements, compensation is success-based and paid if a transaction closes. Operating engagements are separately scoped and priced according to the business and responsibilities involved.

Those decisions do not have to be permanent. If your goals change, we can revisit whether selling has become the better path.

Then we focus on selling. You do not need to explore operating support first. We can discuss readiness, timing, valuation expectations, buyer fit, confidentiality, transaction structure, and transition.

We do not publicly market the business. Information is shared selectively and with your permission as potential buyers are evaluated. We will not contact employees, customers, or vendors about a potential sale without your permission.

There is no responsible way to guarantee what will happen under every future owner or operating situation. What we can do is treat employees, responsibilities, communication, continuity, and transition as important parts of the planning process rather than afterthoughts.

Our primary focus is established, healthy, cash-flowing small businesses with real customers, teams, and durable demand. We are generally not positioned as a distressed-business turnaround service.

Yes. An operating engagement does not assume the existing team needs to be replaced. Depending on the business and agreed scope, EE may work alongside current leaders, help clarify responsibilities and decision rights, strengthen management systems, and coordinate with the people already running important parts of the company. The structure depends on the business, the team, and which responsibilities actually need to move.

No. Your records do not need to be perfect before the first conversation. We do need enough reliable information to understand the business, including revenue, cash flow, recent performance, and any major financial issues. If the records have gaps or need cleanup, identifying that early can help clarify what should happen before deeper diligence, an operating engagement, or a sale process.

No. Some owners already know exactly what they want. Others only know that their current role is no longer working for them. The first conversation is designed to understand the business, your goals, your current role, and what you want to change before deciding which path makes the most sense. That may be operating support, preparing for a sale, pursuing a sale, waiting, or deciding that now is not the right time.

We review what you shared so we can understand the business and prepare for a useful first conversation. The next step is typically a short confidential conversation focused on your goals, concerns, timing, current operating reality, and whether EE appears to be a fit. You are not committing to sell the business or hire EE by submitting the Owner Profile.

Then we should say so. The purpose of the first conversation is to gain clarity, not force an engagement. The right next step may be to prepare first, wait, pursue another path, work with a different provider, or simply decide that no change is needed right now. We would rather reach a clear “not yet” or “not us” than create an engagement that does not make sense.

No. We treat discussions about ownership, operating changes, and a potential sale as confidential. If you are considering a sale, information is shared selectively and with your permission. We will not contact employees, customers, or vendors about a potential transaction without your permission. If an operating engagement moves forward, communication with the team and other stakeholders should be planned deliberately as responsibilities and roles are defined.