But, um, maybe what, um, for this episode, perhaps you could share a, a case study, and then along the way, uh, also give an, a sensing of what kind of effort and how long it may take for a business transformation like that to, to, to take place.

Okay.

So let me share with you a project that, uh, I had worked on.

And, uh, well, if you interview the, the business owner, he will say that, uh, he's not so involved with the business and, and he have delegated the business.

So, uh, his people runs the business.

But when we look a bit closer at, uh, the decision-making process, then you will find that actually a lot of decisions still comes back to him.

Now, uh, why is that so? Well, uh, if you look at, uh, his team, he actually have, uh, dif- different, uh, department heads, each focusing on what they do.

If, if you have just one advice you need to give to the, the, the audience, right, what is that one thing, right, that a business owner should do?

So in your view, um, do you see that, um, there's this problem about, um, business owners, um, overvaluing their own companies? And are there any areas they can, uh, look at to close this gap?

Um, yes.

Almost universally, yes.

And, and it comes from two places.

Uh, one would be emotionally, right? Because, uh, business owners tend to conflate, uh, sacrifice with the value of their business.

So, uh, it's not just capital that they have put into the company, it's, it's the sacrifices that they put in.

And, uh, many times business owner tend to, you know, value the business based on, uh, the sacrifice that they have made, uh, to what they think the business would be worth.

So I'm sure some of the listeners, uh, will be curious, uh, about, uh, you know, when is the best time to start, uh, planning for this? Um, is there a recommended timeframe, uh, in your experience, um, that business owners, uh, should have in their mind, uh, when they're thinking about, uh, doing this business exit?