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How I Ended Up Selling My Manufacturing Business (Spoiler: It Wasn’t My Original Plan)

I wasn’t planning to sell. Let me just start there.

If you’d asked me three years ago, “Hey, are you ever gonna sell the company you built from nothing in your garage with a secondhand lathe and a dream?” I probably would’ve laughed. Or cried. Depends on the day.

This company was me. Every 12-hour shift. Every missed vacation. Every supplier nightmare that kept me up at night with spreadsheets and cold coffee. And I was proud of it—proud in that gritty, sleeves-rolled-up way you only understand if you’ve ever bootstrapped a company from zero.

But here’s the thing no one tells you: the burnout doesn’t always come all at once. Sometimes it sneaks in like a leak in the roof. You start to notice it when things that used to excite you now just feel… heavy.

That’s where I was when a buddy of mine—who had just sold his CNC operation for what I can only describe as “generational money”—dropped a name I’d never heard before.

“You gotta talk to my guy. He’s a broker, but he specializes in manufacturing. Real deal.”

And that’s when the seed was planted.

Why a Manufacturing-Focused Business Broker Makes All the Difference

Now listen, I’ve talked to business brokers before. Mostly tire-kickers or spreadsheet-slingers with suits two sizes too tight trying to talk EBITDA with a tone that says, “I once watched a YouTube video about Six Sigma.”

But this guy? Whole different animal.

First thing he asked me wasn’t about revenue. It was about tooling capacity.

Then he dug into throughput, SKU complexity, equipment depreciation, labor efficiency ratios—I mean, I was either talking to a savant or someone who’d actually been in a plant, not just Googled one.

He understood the difference between a job shop and a lean-run OEM supplier. He knew that a drop in aluminum prices could choke margins before it hit the balance sheet. This guy was talking my language. And not in a fake “synergy and scaling” way. I mean real shop talk.

Pro tip from me to you: If you’re in manufacturing and thinking about selling, don’t mess with a generalist broker. It’s like hiring a dentist to do heart surgery—technically, it’s still in the body, but good luck.

The Dirty Truth About Valuations (and Why I Almost Screwed It Up)

Here’s a little embarrassing moment for ya…

I thought I knew what my company was worth. I had a number in my head, and I’d gotten pretty cozy with it.

Turns out, I was off by a lot. Like…six-figures-wrong a lot.

But here’s what the broker did that I’ll never forget: he walked me through why. He broke down the components—recurring contracts, specialty certifications, machinery condition, customer concentration—all the things that either drive value or kill deals.

He even explained why having one client that made up 43% of my revenue was a red flag for buyers (which, by the way, is why we worked on diversifying before even listing).

It wasn’t just about the dollar signs. It was about setting the business up to survive the handoff. And that meant knowing what buyers cared about—even if I didn’t want to hear it at first.

The Bizarre World of Buyers (Yes, One of Them Tried to Lowball Me at My Kid’s Soccer Game)

No joke: one potential buyer actually cornered me at a weekend soccer match, introduced himself as “just a guy interested in the business,” then tried to offer me 40% of asking price like he was doing me a favor.

Dude had never run a shop in his life. Probably never even changed his own oil.

But my broker? He handled it. Quietly. Professionally. And ruthlessly (in the best way possible). He filtered out the nonsense and only brought serious buyers to the table—folks who understood the industry. Private equity guys with actual portfolios in industrial tooling. Strategic acquirers who saw our product line as the missing puzzle piece in their vertical.

In the end, we didn’t just find a buyer—we found the right one. Someone who respected the team, kept the crew intact, and even let me consult part-time during the transition.

(Also, that guy from the soccer game? Still shows up at games. Avoids eye contact. 😅)

Post-Sale: The Surreal Feeling of Not Waking Up at 4 AM to Check the CNC Queues

It’s weird.

I still wake up early sometimes, expecting to check shift reports or freak out over a late order from a Chinese supplier.

But then I remember—I’m out.

And not in a “I cashed out and moved to Bali” kind of way (though…maybe next year). I mean I walked away knowing the business is in good hands, my team’s taken care of, and my blood pressure’s finally back to normal.

If I hadn’t found a business broker who actually got manufacturing, I honestly don’t think I’d be saying any of this.

Most brokers will tell you what you want to hear. The right one tells you what you need to know—and then helps you get it done.

What You Should Look For in a Business Broker (Especially in Manufacturing)

Let me give it to you straight, in bullet form:

• Industry experience is non-negotiable. Ask them what ERP system you use. If they stumble, walk.

• They should talk value drivers, not just multiples. Good brokers know the levers to increase value.

• Network matters. Strategic buyers, family offices, PE firms—this isn’t Craigslist.

• Process is everything. You want someone with a proven, repeatable process—not winging it.

• Confidentiality = Sacred. You don’t want your vendors or employees finding out from LinkedIn.

Final Thoughts: Don’t Go It Alone

Selling your manufacturing business is a beast.

It’s emotional. It’s technical. And yeah, it’s personal.

But with the right broker by your side—someone who speaks your language, respects your journey, and fights like hell to get you the deal you deserve—it doesn’t have to be a disaster. It can be the proudest close of your career.

Mine was. And if I could go back, I’d do it the exact same way.

Except maybe I’d ignore that guy at the soccer game a little faster. 😉

Thinking of Selling Your Manufacturing Business?
Find a broker who lives and breathes shop floor strategy—not just sales commissions. It’ll change everything.

Thinking About Selling Your Business? Here’s What Actually Happened When I Did

So there I was—halfway through a cold brew and a mild existential crisis—staring at a spreadsheet that looked more like a ransom note than a financial statement.

I’d built this company from scratch. No silver spoon. No magic funding. Just late nights, strong coffee, and a borderline-unhealthy obsession with making it work. But after 9 years of grinding, I was tired. Like, deep-soul-weary tired.

I wanted out. I wanted time. I wanted to surf more and stress less. But here’s the kicker:

I had no idea how to sell a business.

I thought I did—until I realized I was in way over my head.

The DIY Delusion: “How Hard Could It Be?”

Spoiler: Harder than you think.

At first, I figured I’d just list it online. You know, toss it on one of those business-for-sale sites like it was a used lawnmower and wait for the offers to roll in. “It’s a cash-flowing business with a great team and loyal clients,” I told myself. “Who wouldn’t want that?”

Turns out… a lot of people. Or rather, the wrong people.

The first guy who contacted me? He wanted to know if I’d finance all of it. Like, 100%. The next was a self-proclaimed “serial entrepreneur” who ghosted after asking for a full download of our client list. (Nice try, Chad.)

After three months of that circus, my confidence was shot. My team was getting nervous. And I was starting to feel like the business I’d built was turning into an albatross around my neck.

That’s when I finally admitted what I’d been avoiding:

I needed help.

Enter: The Business Broker (aka My Exit Sherpa)

I’ll be honest—I was skeptical. The idea of handing over control (and a cut of the deal) to a stranger felt like inviting a raccoon to manage my pantry.

But I interviewed a few brokers anyway. I asked hard questions. I checked references. I treated it like hiring a top-level employee, not a Craigslist gig.

And finally, I found the one. Let’s call him Mike. Mike had this calm, “I’ve done this 100 times” energy that made me feel instantly less like I was drowning and more like I was sailing toward a shore I couldn’t see yet.

Here’s what changed when Mike stepped in:

1. He Valued My Business More Accurately Than I Ever Could

Turns out, my idea of “what it’s worth” was more emotional than logical. I priced it based on sweat and sentiment. Mike brought comps, cash flow multiples, and cold-hard objectivity.

He ran a real valuation. Not a back-of-the-napkin guess, but a legit breakdown based on EBITDA, market trends, and buyer psychology.

Guess what? His number was higher than mine. Go figure.

2. He Found Serious Buyers While I Slept (Literally)

Within two weeks of listing with Mike’s network, we had a shortlist of vetted, motivated buyers. These weren’t tire-kickers or dreamers—they had capital, experience, and actual plans.

Mike screened them like a protective dad meeting prom dates. I didn’t have to deal with flaky time-wasters anymore.

And the best part? I didn’t have to pitch myself. Mike knew how to tell the story of my business in a way that made it sound… cooler than I ever could. Like Shark Tank meets a TED Talk.

3. He Handled the Drama So I Didn’t Have To

Selling a business is weirdly emotional. There are egos involved. Surprises. Legal landmines. Negotiations that feel more like poker than logic.

There was a moment during due diligence when one buyer asked for a clause that would’ve basically let him fire my entire team post-sale. Old me might’ve panicked.

Mike? He shut it down in two sentences and pivoted the conversation like a pro.

I realized then: This is what I was paying for.

4. He Made Me More Money Than I Would’ve Alone

I know, it sounds cliché. But it’s true.

Mike negotiated like it was his business on the line. He fought for fair terms, earn-outs, non-compete timelines, and tax-advantaged structuring I wouldn’t have thought of in a million years.

By the time we closed, I had not only a better deal—but peace of mind. I could actually enjoy the beach instead of wondering if I got fleeced.

What I Wish I Knew Before Selling

If I could hop in a time machine and give myself three pieces of advice before selling, it’d be this:

• Don’t try to DIY your exit unless you’ve sold multiple companies before. It’s not like selling a car. It’s like selling a car with a franchise and loyal customer base and a reputation on the line.

• Start earlier than you think. Getting your books clean, team stable, and processes documented makes the sale way smoother—and more valuable.

• Choose your broker like you’d choose a surgeon. Interview a few. Ask about their track record in your industry. Trust your gut.

So… Should You Hire a Business Broker?

Look, I’m not here to sell you on it. (Well, kind of—but only because I lived it.)

If you’re thinking of selling your company, I’d say this:

Hiring a business broker doesn’t make you weak or lazy. It makes you smart. It shows you respect what you’ve built enough to exit the right way.

There’s no prize for struggling through it alone. No trophy for grinding through deal terms on your own at midnight.

What there is, though, is a better way to walk away with more money, less stress, and your legacy intact.

And maybe—just maybe—a few extra surf days, too. 🌊

Final Thoughts: Your Business Deserves a Clean Exit

You wouldn’t wing your business launch. Don’t wing the exit either.

Get someone in your corner who knows the terrain. Someone who’s walked this path dozens of times. Someone who can spot the potholes before you fall into them.

That was the biggest unlock for me.

And now? I’m officially out, sipping espresso in Portugal, tinkering with my next big idea—with zero regrets and one heck of a story.

You could be next.

✌️