On this week’s episode, Cole Strandberg chats with Brian Odelli, a private wealth advisor who specializes in helping entrepreneurs prepare for—and thrive after—a sale. They break down the emotional side of deciding when to sell, how to know if you’re financially ready, and how to assemble the right deal team. Then they tactical: pre-sale planning to optimize taxes and protect your family, and post-sale strategy to turn proceeds into a durable plan—one that makes sure you’re never poor, funds your lifestyle, and supports your legacy.

Brian Odelli: Well, I’m the grandchild of Italian immigrants. My family settled in Brooklyn, New York many, many moons ago. My parents were entrepreneurial. My mom and dad opened up a card and gift shop back in the 80s. And I think the entrepreneurial bug was something that I experienced very young in life. My father used to take me to Kiwanis Club meetings. If you’re not familiar with the Kiwanis Club, very similar to Rotary or Lions Clubs, generally, businessmen from the community getting together and talking about different subjects that affect their business. And my dad used to take me to these meetings and I remember sitting there and back in the 80s, at that point it was largely men who attended these luncheons. And I thought to myself, well, the guy that owns the oil company seems to be doing pretty well. And the guy that owns the funeral parlor or the pastry shop and the bakery or the car business, you know, the automotive repair center, these are folks that seem to be successful. So a seed was planted where I realized successful people own successful businesses. I wasn’t exactly sure how that would play into my life. But fast forward. After college, I ended up taking a job working for Lehman Brothers, making $4.75 an hour as a cold caller and worked my way up through the ranks. And then in 1995, I joined Merrill lynch in their World Financial center office in downtown Manhattan, across the street from ground zero, the World Trade Center. I was there in between the two trade center bombings from 95 to 98, and then subsequently relocated my practice to Doylestown, Pennsylvania, to Bucks County, Pennsylvania in 1997. I was working with our business financial services group, providing financing lines of credit, equity lines of credit for businesses across the country, and did a pretty good job at that. And so the firm invited me to get involved with our automotive investment banking team. You may recall the name Wayne Huizenga. Wayne had started waste management and Blockbuster Video had developed a really remarkable knack for identifying industries that are fragmented, Mostly mom and pop businesses where folks were going to have a real need to identify an exit strategy and a way to monetize their business. How do we convert this asset that somebody has worked 30, 40 plus years to build and convert that into a pool of cash that then they could have an opportunity to enjoy retirement with. So that was the birth of my vision in terms of how do we bring all of a firm’s wealth management and estate and trust planning services to the business owner community and help them provide the. Provide them with the capital they need to grow their companies while they’re still actively doing so. And then how do we then figure out a transition towards an exit and monetizing that for the best value, but also to identify the right partners, which is where a banking firm like Focus would come in.

Cole Strandberg: Fantastic, man. A great story. A really cool cross between kind of entrepreneurship and financial advisory, wealth management, some really, really important things and a lot of stuff that, that I talk about in my day job every day outside of hosting the Collision vision. Now I gotta ask though, you’re looking a little different than normally when, when we speak, Brian, Something is missing. And for those on video, I see it there in the background. Where’s the hat, my friend? What are we doing? We gotta, we gotta bring out all the stops here today.

Brian Odelli: It’s here.

Cole Strandberg: There we go. Now I feel like I’m talking to the Brian I’m usually talking to, man.

Brian Odelli: It’s like the American Express card.

Cole Strandberg: There we go. I love it, man. Well, now shifting gears into really what we’re here to talk about today, and that’s financial planning for business owners and wealth management for business Owners talk to me about why it’s important for business owners to start planning early for a liquidity event, maybe in advance of time for them to go ahead and move on into the next stage of their life.

Brian Odelli: Well, I mean, I know it’s a cliche, right? But people don’t plan to fail. They fail to plan. It’s true for us in our personal lives, and it probably is no more true than with regard to a business. When you look at wealth management through the lens or business ownership through the lens of wealth management, a person’s business is many times, if not the majority of times, their largest asset. And it’s something that they’ve spent a lifetime building. It is extraordinarily personal to them, much like a child. And so there’s a lot of aspects to making a decision as to when one would exit and what’s the right strategy, and then ultimately how to protect this wealth. I always tell people, I will never make an individual rich. The markets can help, but at the end of the day, wealth is created through hard work and only that that only comes from the entrepreneur and business owner themselves. My job or our team’s job is to ensure that folks are never ever poor. That this wealth that they’ve created that is now been realized will be there for them, their spouse, their children, and future generations for many, many years to come. And so I think when you talk about why it would be important to plan early, I think we have all had unsolicited knocks on the door, phone calls back in the day when fax machines were still really a thing. You couldn’t get to the office without having someone reach out to you with interest of whether you were going to sell or when you were going to sell, and an interest in buying the company. And so being able to incorporate that into a comprehensive plan, timetables, estimated values, is really important. And the sooner you start that process, the better. It might not be something that materializes for many years into the future, but it’s always better to have those ducks in a row, I think, than to not have. Almost every entrepreneur that I’ve ever met has some form of a controlling sense of personality. Right? We like to control those things that are inside of our control. And so to have clear understanding of what would my business be worth if a knock does come and be able to entertain those conversations through a lens of inform. Being informed to me is critically important.

Cole Strandberg: Let’s talk about readiness and kind of take a deeper dive into that topic. There’s really two types of readiness. We need to talk about in advance of a potential sale of a business. Number one, of course, is financial. We’re going to get to that. Second number two, and perhaps most importantly though, is the emotional piece. I’ve talked on the collision vision multiple times. How our entrepreneurs, especially in the automotive industry, often eat, sleep and breathe their business, their industry. There’s real passion for what they do. I joke about my family’s business. I considered it my, my older brother when I was growing up. And when you talk in those terms, it really kind of shows the gravity of the emotional impact that there might be. So talk to me about the emotional signs that an owner might be ready to exit or not.

Brian Odelli: Well, you’ve definitely hit the nail on the head. I mean, when we talk about an exit strategy, most of the time the emotional aspect of it is not taken into consideration. And I think it’s important because you were talking about moving into a new chapter where for 30, 40, 50 years, this has been your baby. You’ve gone every day, you have a routine, and then all of a sudden those things change. And so going back to your earlier point about the importance of planning in advance, that is also an emotional preparation discussion that we have now. Fortunately, we are in constant dialogue with our clients about their goals and their objectives and timetables for achieving these things. And so one of the key pieces of that puzzle, or maybe a certain trigger that we keep a close eye out for when entrepreneurs and executives start talking about goals that are less business focused and start becoming more personal. Personal or time related. What I mean by that is, you know, for an entrepreneur, business owner that is actively growing their company, they’re either looking to do so through acquisitions or key personnel hiring and need capital. Right. So we have these two kind of tracks we have. We’re growing, we need money. Can you help us? Sure, we can. And then, oh, by the way, I think I want to spend more time with my spouse, my grand, my children, my grandchildren. I’d like to travel more. I’d like to kind of get away from the business and start enjoying life. When we start hearing those types of conversations, among many others, we start to realize, okay, we’re going to have to have a deep dive conversation about how we start moving into a new chapter and what will that take and also what will fill the void. Right? You don’t just turn the key and walk away from something and not end up with a bit of a void. So that might be charitable giving, it might be volunteer work, it might be, you know, I’m going to, you Know, give barbecue and I’m going to start preparing barbecue meals for homeless, whatever that might be. Very personal, right? Each and every person is going to have a different goal, something they want to achieve. And our job is how, how do we get them from point A to point B and make those goals reality. And of course the, the, the monetization and the sale of the business is going to play a major part in that process.

Cole Strandberg: Man, more and more, the more exposed to the M and A world one gets, the more they realize it is so much more emotional and story driven than it financially driven. Now financials are certainly important, but man, making sure you know what you want your future to look like after a transaction is legitimately half the battle of preparation. It’s am I ready for this? What does an outcome that I desire look like? And that takes a lot of introspection to get to an answer. And it’s really important and it’s hugely important. It’s something that for all my clients or prospects, I, I, I really ask that they put a lot of thought into that to make sure that they know what they want life to look like after the fact. Now let’s talk about financial readiness as well. Somebody once told me, and I believe it was to my dad, in the context of, hey, you’re a business owner from an investment perspective, there are very few investments out there that are going to perform better than reinvesting into your own business. But when it comes time to exit, how can someone determine if they’re financially ready kind of, or physical exercises should be going through?

Brian Odelli: Well, we believe that everybody should start with a comprehensive wealth plan. And as part of that process, we’re going to analyze the lifestyle and the cash flow requirements and the needs against the goals. And so I don’t want to minimize it to simply say, you know, at the end of the day it’s a math calculation. We have so much in assets that are working for us and we need X in terms of income to be able to do all the things we want to do. And then we run that through a software platform and analyze the likelihood of achieving those goals. And in many cases the good news is we can do all the things we want to do. In some instances, we have to make certain concessions. We were recently meeting with a family and they are in a position where they’re contemplating retiring and walking away from the business and have a certain income need. And okay, so if we want to take the children and the family on a cruise around the world, it’s going to be X amount of dollars. And how often do we want to do those things? And can the portfolio assets, including the asset sale of the business, substantiate that? I think one of the other pieces of a puzzle that is really important, and I don’t know if enough advisors are talking to people about this, but we recognize that longevity risk is a challenge, that we’re living in a day and age where modern technology and medical advancements have folks living longer. And so we want to make sure. I always tell, especially my male business owner clients, that ultimately the things and the work that we do are not as much for you, Cole, but for Mrs. Strandberg. Right. That if, God forbid, something happens to you, I have to make sure that she will be okay for the rest of her life. And that all the goals and objectives that you’ve set out in advance, we’re able to deliver upon. And so, yeah, the other thing I would also say has become a bit of an issue for many of our business owner clients who are looking to exit is that our spouses have developed a bit of routine over the course of 30, 40, 50 years. Right. They’re used to us being away from the home, generating revenue and putting food on the table and taking care of our obligations. And then all of a sudden, something changes and we’re there. And so that goes back to my point earlier in terms of needing to find some hobbies and things, whether that’s golf or tennis or volunteer work or whatever it is. I think there is some emotional dynamic that needs to get sorted out to ensure that couples will be happy once their worlds kind of come together again and they’re spending more time with one another. So that’s a whole nother subject that would take us, well, more than 45 minutes or so.

Cole Strandberg: Do you have a math equation that can help us with that one?

Brian Odelli: That one seems unfortunately. Unfortunately, it isn’t. But, you know, that’s where the importance of having an advisory team, you know, people who can sit you down and say, look, this is not our first rodeo. We’ve seen this many times. It’s a challenge for many people facing the things you’re facing. And so going back to your question earlier, you know, how far in advance should people be putting planning? It’s as far in advance as you can, as sooner rather than later. Right. These are things that you don’t want to have to make shotgun decisions on. You want them well thought out. You want to have a strategy, you want to have plan A, plan B, plan C, in case you have to pivot Just like being in business, right. Things are going to come up, life will change, and how do we adapt to that?

Cole Strandberg: So meaningful decisions. Meaningful decisions with potentially very long lasting implications. No question. And you teed me up perfectly with an amazing segue into the deal team. But before we get there, want to land the plane on this one. What are some blind spots that you see business owners particularly facing when preparing for a sale? Things that they overlook before really diving in?

Brian Odelli: Well, this to me is a touchy subject, right? Because I think, let me say this, I’ll speak from my own personal perspective. When it comes to my children, they’re always going to be a blind spot because I have a love for them and an admiration and I believe in them complicitly. When it comes to family run businesses especially, I think it’s very challenging to separate one’s emotional connection to our employees, our executive team and our children if they’re involved in the business. And to have to ask and answer the question, do they have a similar. It’s almost never the same, right? Founders are special people. To expect that a second generation of leadership will have the same same level of desire, will, energy, hunger and heart that the founders have is nearly impossible. But do they have the capabilities? Do they have a love for the business? Are they interested in taking over? And I don’t know what the exact statistic is, but I saw an article recently that said a large percentage of children are not interested in taking over a family business, which is, I think, leading us to this crossroad in the marketplace that we’re facing over the next few years, which I think we’ll talk about in a minute. Right? I mean, the largest pool of wealth in the history of America is expected to transfer hands over the next decade. I believe it’s 75 million baby boomers own businesses and are going to have to make a decision as to what they do with this asset. And I think that’s, that’s both the challenge and the opportunity.

Cole Strandberg: Huge opportunity, major challenge. The Silver Tsunami is something that everyone in the investment community talks about all the time. And that wealth transition in the form of business ownership and succession, a fascinating topic, for sure. All right, so getting back to your amazing segue a few minutes late, the deal team and surrounding yourself with folks who fill in your knowledge gap, there’s a lot to think about there. What professionals do you think are critical for an entrepreneur to surround themselves with to make sure an exit goes smoothly?

Brian Odelli: Well, I would say that initially, like a traditional banker is important. Right? That’s Going to be the person that you’ve probably spent a number of years cultivating relationships with, might know the business better than most people. Your cp, a CPA and an attorney. I think investment banking is critically important and I think also having a wealth manager to quarterback that process, one who understands the intricacies of exit strategy and succession planning and monetizing an asset and can bring resources to the table, whether that be in the post transaction, estate planning, trust specialists and the like. One of the things that I found over 35 years is that unfortunately there is a chance, not always, but there’s a high chance that the people that got you to a certain point may not be the right people to transact the deal, whether they can help on the back end or not. The capabilities, resources and understanding that is something that I think is personal to each individual and their team of advisors. But I think you definitely need a banker, a CPA who understands tax mitigation, MA attorney, investment banker, to maximize. Right. One of the critical benefits of hiring investment banking bankers is that one of the challenges I’ve always heard over the course of my career from business owners is I know everybody, I know my competition, I know the people that are interested, I get the phone calls. And that may very well be true, right? But what I’ve witnessed is that when you have an organization, an entity that is focused in on helping you find the right suitor, because ultimately this is a marriage, right? If you exit, you’re looking to somebody else to step in and become part of your entity, to take it to the next level, to take care of your people, to grow it, all of those things. And, and with the investment banking world, that is exactly what they’re meant to do. Create a bit of a bidding war, identify right people and make sure that all of those caveats are met, that T’s are crossed and I’s are dotted. And then on the wealth management side, I think having somebody who understands how to bring all of those people together with one focus and one goal, and then ultimately making sure that the family is protected on the back end is critically important.

Cole Strandberg: Could not have said it better myself. Each of those roles as a part of the deal team are tremendously valuable. One that I would point out that’s a very likely candidate. Not always, but likely to be an example of the role who, hey, they helped us get to where we are, but they might not be the right fit for us moving forward. You mentioned a key piece around that attorney conversation, and that’s an M and A attorney. Oftentimes Your corporate attorney or your golfing buddy may be a great attorney, but if they’re not an M and A attorney, that is one of the biggest killer of deals is a bad attorney in an M and A process. Super, super important and you mentioned it there at the tail end. But as a wealth advisor, a wealth manager, a financial advisor, whatever anyone wants to call it, what role should they be kind of viewed as playing throughout a transaction?

Brian Odelli: Again, it’s somewhat hard for me to answer that question simply because I can only answer it from my perspective. I don’t really know what other advisors do or how they run their practice and their business. For me, I refer to myself as a hybrid advisor. Right. I’m somebody that walks this line between investment banking and wealth management. The goal is for me to be able to bring all the resources of our firm, Stifel Financial to the table to to be able to coordinate the people, the vision, the game plan and execution. It is to quarterback that process when it’s all said and done. I believe that a wealth management advisor’s responsibility is to make the life of our clients simpler, not complicated. And I think you would know better than most that that a transaction, an exit transaction could very well be among the most complicated of all deals. And so having attention to detail, to your point a moment ago, to make sure that it’s the right people advising great attorneys, great tax advisors, investment banking partners, all of that has to. All the oars have to be in the water, rowing in the same direction. I believe it’s the job of the wealth management advisor, at least it is from our perspective, to quarterback that process and make sure that everything goes smoothly and stays on schedule.

Cole Strandberg: I want to talk about and really revisit in some cases kind of the lens of wealth planning pre transaction. And then I want to go to post transaction as well. Keeping in mind we’re not allowed to give financial advice here. I want to make sure we stay steer clear of any trouble there.

Brian Odelli: Right.

Cole Strandberg: Can you give us a few general principles of wealth and estate planning that are going to apply to an entrepreneur before their business is sold? What, what is that mindset like historically and traditionally? What should they be thinking about?

Brian Odelli: Well, from ex. From my experience, I, if I were to try to boil that question down to one word answer, right? It’s pretend protection. So you have the pre sale world of an entrepreneur where we’re focused in on growing the business and maximizing the value and providing a living for the people we care about, including employees. And then it becomes a question of what Shifts in our mindset. Now that we’ve successfully executed a transaction and have, you know, millions of dollars and no business. Right. It becomes a matter of understanding that transition from generating cash flow through this entity for 30, 40, 50 years to now. How do I do that? With this pool of assets, it becomes a risk management conversation for us. I think you were talking about the rate of return on your business. It’s hard. We all know, right? There’s few places that are going to generate and deliver the kinds of rates of return that we see while we’re growing our businesses. 30, 40, 50%, hopefully rates of return over time. That is not a reasonable expectation. And so one of the things we try to do in our wealth management process is to recalibrate people’s thinking. For many people, especially if they invest in the stock and bond market, we’re always looking at relative indices like the S&P 500 or the Dow Jones, the NASDAQ, Magnificent Seven, all of these things. And how am I doing? Am I keeping up with them? Right. We try to make sure our clients understand that our perspective on goal achievement is driven by your goals. There’s a rate of return that you will need to achieve on your overall asset pool in order to be able to do all the things you want. Your basic living expenses, your travel goals, your charitable giving goals, gifting to family or whomever. And we need to see a rate of return equal to Y in order to do that. We refer to that as a family index. So if we were conducting this process for you and your family, it would be the Strandberg family index. Is it 6%? Is it 6.57? And so year after year we are working towards that achievement, Achieving that rate of return because it is the fuel that pushes everything forward.

Cole Strandberg: Makes total sense. And there’s obviously a very clear mindset shift of how you view that process pre transaction versus post transaction. So you were able to break it down into one word very eloquently, pre transaction. Talk to me about that mindset shift that happens post transaction. Now, moving forward, trying to figure out how to manage the rest of your life with that wealth created from that sale.

Brian Odelli: Well, what we do is we take all of those goals and objectives and we put them into a data set and we say, okay, when we’re trying to achieve certain thresholds and goals, what is that cash flow requirement going to need to look like? And then what type of an asset allocation investments are we generating dividends and income? Do we need to try to maximize tax free cash flow? It really Becomes a cash flow, which, if you think about it, it’s a bit of an overlap with our businesses. We’re constantly looking at cash flow. It’s the key to everything that makes everything run on the opposite side post transaction. We’re looking at cash flow as well. It’s just that we’ve monetized this asset and we need to get that cash flow from. From investment assets like bonds and stocks and alternative investments and the like. So it becomes a matter of asset mix, asset location. How do we mitigate that tax liability? By taking money from certain pools of assets versus others. We’re delaying distribution. I mean, for a lot of business owners, they’ve saved a lot of money into retirement plans like 401ks and Uncle Sam is going to want their fair share of that tax revenue. So how can we delay that liability as long as humanly possible? And where are we going to strip away cash flow from other resources once the transaction is closed? Becomes an important conversation.

Cole Strandberg: You know, it’s kind of heartening how quantitative we can make that question, because it’s a question I think a lot of folks have a really hard time with. And the fact that that sort of framework is existent based on, all right, here’s the proceeds, here’s the lifestyle I like to live. There’s a lot of moving parts that go into it. But it’s heartening to see, hey, there is a solution here for this, and here is the way. And one step further. It’s been fascinating working with clients or prospective clients who are on the fence about, is it time for a transaction? And they go and speak with somebody like you and they go through the proper exercises and they come to find out, wow, A, I’m pleasantly surprised. B, with the income that I can get from investing the money we’re. We’re taking from a liquidity event, I can actually potentially cash flow more than I was cash flowing in the business, taking into account reinvestment and things of that nature. So oftentimes to your earlier point, we get great news when we go through exercises just like this.

Brian Odelli: Oh, I mean, it’s, it makes the whole job worthwhile. There’s nothing I find greater joy in than to be able to get through a comprehensive wealth plan. And when we’re building them, that will be part of the conversation. Okay. One of the questions you asked earlier about the presale, I don’t know how many business owners have updated their business valuations in whatever time window. Many of the people that we’re talking about, they’re so busy running their companies, that, that has been something that has kind of taken a backseat. I think when you understand the value of the business and then we can plug that in to a comprehensive plan with a targeted liquidity date in the future and then we can analyze whether or not that asset pool, now liquid assets, has the ability to, to achieve all the goals and objectives you have. And the answer to that is yes, there’s. There’s very few things on the planet that are quite as fulfilling. So yeah, it’s awesome.

Cole Strandberg: I want to shift gears into probably the least fun topic we’re going to talk about the thing that nobody wants to think about and that of course is estate planning. What happens after I’m gone and how do we make sure we set things up to avoid some potentially dramatic arguments among. Among the family we’re leaving behind?

Brian Odelli: Yeah, well, I have some experience in that regard. Without going into details, was involved in one of the ugliest of estate planning disputes. And so I’ve seen firsthand the challenge that wealth brings. It isn’t all peaches and cream. There’s money can bring out the worst in people. And once folks know that you are now extraordinarily wealthy, it has a tendency to bring out relatives and friends and people that you have not heard from or seen in many, many moons. I think again, when you ask the question about, you know, when do we start? When should somebody. Sooner the better, right? When you, while you’re cognizant and capable and clear on what you want. I always jokingly tell people, my family, we created a family trust because I don’t know what the future has in store for my children. I have two grown adults, daughters. Now. I would love to think that my future son in laws will be salt of the earth and moral human beings with good intentions. But I do not want my daughters running off with a guy named Sven and buying a Lamborghini on the money that I’ve worked hard to create. Right. So those are the types of things where. So you have an M and A attorney, but that’s really one of the critical pieces of the puzzle too in having a solid estate planning attorney that can work side by side with us to have that discussion. What should we do? How do we protect this wealth once we’ve received it? How do we ensure that it will be in our family for generations? Or how do we impact charities around the world with this wealth depending upon the size of that transaction? So I really do, I cannot, I cannot, you know, express the severity and the importance of, of Planning early and often. It’s not a, it’s not the Bible, right? This is not the ten Commandments. God didn’t write the financial plan on a tablet. It’s a, it’s a living, breathing document. I would tell anyone and everyone every year to three years, depending upon life events, we should be updating our plan and then that provides us the opportunity to say, hey, how close are we to an exit? Where are you emotionally in this process? Are you thinking about this and should we be planning for it? And in light of the consolidation wave that we’re seeing across almost every industry today, I think it becomes more and.

Cole Strandberg: More important to put a bow on this conversation. And before we wrap up, you’ve been very generous with your time, but if you’re a business owner right now you’re listening to this conversation to use your one to three year time frame, they’re planning on an exit in the next one to three years. What steps should they be taking now to begin to put a lot of what we talked about today in place?

Brian Odelli: Well, I don’t know how to do this, but I would suggest that you do what you can to find a wealth management advisor who understands transactions and all of the details related to it. Because it can be a game changer, good, bad or indifferent. So starting to plan, whatever that starting point is important. I would look towards comprehensive wealth planning and ask them, do you have an understanding of business succession and exit strategy and can you help me? So the creation of a written plan that incorporates a value of the business, someone who could help you then figure out whether or not an informal business valuation or a formal business business valuation is important. Coordinate with your estate planning attorney and have a dialogue about updating your wills and trusts. For many people, they’ve never either never done, you know, created a will or trust or it’s been many, many years since they have. So getting the critically important documents updated and reviewed, you know, buy, sell and share coverage agreements, key man coverage, those are, those are critically important pieces of a puzzle that I find. Most entrepreneurs have maybe been so busy growing their companies that they’ve not paid quite the level of attention that we should. So the clear creation of a plan with a defined, at least a target, a starting point to say in three years I think we’re going to look to hit the cash register and move on into the next chapter of our life. If we get to three years and we still love what we do and we’re not ready, well, we’ll move it out a three year window. But at least we’re prepared for that transaction. And I would say that from experience, the level of capital, the amount of dry powder that’s sitting at private equity firms today is unbelievable. I do not know if there is an industry that won’t likely see massive levels of consolidation. And I know from conversations you and I, it’s clearly happening in the automotive space. We see it with new car dealerships and used car dealerships and right on down to the collision centers and auto body world. I mean everyone is getting phone calls from somebody. So to build a team of qualified advisors that can help you get your thoughts to paper and figure out a strategy to take us from point A to point B and do it on your terms, I think is critically important. And that’s, that’s what we try to do every day.

Cole Strandberg: Brian, man, I love it. So much. Great insight here in this conversation. Always a pleasure to connect with you. Really enjoy it. For people who want to reach out and get in touch, learn more about you, learn more about your practice, where can they track you down?

Brian Odelli: So, you can give us a call directly? 215-504-1605 and you can check us out online www.Stifel.com.

Cole Strandberg: I will be sure to include all of that information in the show notes to make that easy for folks. Brian o’, Delli, thank you so much for joining us here on the Collision Vision.

Brian Odelli: My pleasure Cole. Have a happy Thanksgiving. Appreciate it as well. Take care now.

Cole Strandberg: That is all for today’s episode of the Collision Vision. A big thank you to Brian o’ Deli for a master class on preparing for and navigating a business sale, both emotionally and financially. Some key takeaways from my perspective start early, build the right team and put some real structure around tax, estate and cash flow planning even before you sign that loi. And after the sale, shift from all in operator to disciplined investor with some clear goals in mind like protect your downside, fund your lifestyle and preserve your legacy. If this episode helped you and you’re enjoying what you’re seeing on the Collision Vision, please feel free to give us a follow wherever you enjoy your podcast and leave us a review and share it with your network. Maybe it can help someone else as well. As always, on behalf of the Autobody News team and myself, thank you for coming along for the ride.