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Most business owners don’t launch their company with the intention of selling it. Rick certainly didn’t. But building transferable value isn’t about planning an exit—it’s about creating options, stability, and freedom, regardless of what the future holds. Transferable value means the business can operate successfully without the owner being involved in every decision. It means systems are documented, processes are consistent, margins are healthy, leadership is shared, and cas

Every business owner has advisors—bankers, CPAs, attorneys, insurance providers. But very few have a trusted advisor, someone who cares enough to tell the truth, ask deeper questions, and guide the owner toward what they need rather than what they think they want. Rick found that person in Kate, his banker. When he scheduled a meeting to request an increase in his credit line, Kate listened—not just to his financial needs, but to the frustration and exhaustion behind his word

One of the biggest misunderstandings in small business finance is the belief that strong net income equals a strong business. Many owners, including Rick, assume that if the profit-and-loss statement looks good, the rest of the business must be healthy too. But cash flow tells a completely different story. Rick learned this the wrong way. His financial statements showed profit, but his bank balance told the truth: cash was dangerously tight. Payroll caused anxiety. Vendors we

Operating Rhythm is the structured cadence of meetings, priorities, metrics, and accountability that keeps a business aligned and moving forward. It creates clarity, reduces confusion, and brings consistency to daily operations. Yet many entrepreneurs—including Rick—initially resist structure because they fear meetings will slow them down. The turning point came when Kate introduced Rick to Dean, his fractional CFO. Dean helped Rick understand that Operating Rhythm is not abo

Every entrepreneur has a Unique Ability—the combination of talents, passions, and value-producing activities that they do exceptionally well. For Rick, this meant connecting with customers, understanding their needs, building long-term relationships, and selling with authenticity. But as RJ Enterprises grew, Rick spent less time in his Unique Ability and more time doing everything else—reviewing financial statements he didn’t understand, putting out operational fires, approvi

Every small business—regardless of industry, size, or history—is built on three foundational elements: Revenue, Production, and Finance/Admin. When these elements are balanced, the business runs smoothly. When they’re not, the entire organization struggles. For years, Rick didn’t realize how far out of balance his business had become. In the early days of RJ Enterprises, Rick spent most of his time in the Revenue function. He met customers, built relationships, quoted jobs, a

Most entrepreneurs believe they have financial control because they receive monthly financial statements. But as Rick learned, financial statements only tell the story of the past—and often a version that’s weeks or months old. By the time a business owner reads them, the decisions that produced those numbers are already behind them. You cannot steer a company by looking solely in the rearview mirror. Full Financial Control requires clarity across three time horizons: The Pas

One of the most eye-opening moments in Never Climb Alone happens at the Chicago conference when Jack, the investment banker, stands before a room full of business owners and asks a simple question: “How many of you have a CFO?” Nearly every hand goes up. But then he asks a different question—one that changes the room: “How many of you have a strategic CFO? Someone who truly understands your business, your financial future, and your goals?” Almost every hand goes down. For sma

When most entrepreneurs start their businesses, they take on every role with pride and adrenaline. They move from sales calls to invoicing, from scheduling to customer issues, from production to problem-solving—all before lunch. In the early stages, this intensity feels almost heroic. Rick built his business the same way, believing that hard work and sheer willpower could overcome anything. But as RJ Enterprises grew, so did the complexity of running it. What once felt energi

Entrepreneurship is often described as a bold, inspiring journey—fueled by vision, grit, and personal sacrifice. But in reality, many business owners experience the journey very differently. They aren’t climbing a mountain with a support team by their side—they’re climbing alone, carrying the weight of risk, constant decision-making, financial fear, and operational pressure on their backs. What looks strong and confident externally often hides exhaustion and uncertainty inter