3. Setting the Exit Timeline – Planning for the Long Game

A story about pacing the journey before taking the leap.

The envelope sat unopened on James’s kitchen counter for three days.

Inside - a business valuation report from Sarah. The number was solid. It wasn’t sky-high, but it was real. Achievable. Tangible. It said, in quiet black-and-white, You could sell your business in the next 12 to 18 months.

But something about that timeframe felt too soon. Too far away - at the same time.

At the workshop that weekend, James wandered the floor more slowly than usual. Machines clattered, phones rang, forklifts beeped. But he was seeing it all a bit differently now, through the lens of a countdown.

He thought about Pete in dispatch, who'd been with him since year two. About his daughter, who was still figuring out whether she even wanted to take over. About the half-done CRM upgrade he kept meaning to finish.

And he thought, I need a proper plan, not just a deadline.

The Psychological Perspective

Most SME owners underestimate just how long it takes, not just logistically, but emotionally, to prepare for an exit.

There’s a false binary that says: You’re either ready to sell or you’re not. But in reality, exit readiness is a slow unwinding. You don’t wake up one day detached from your life’s work. You need space and time to metabolise the change.

Setting a clear, staged timeline gives owners like James the psychological room to grieve, transition, and grow. It moves the experience from a panic-driven rush to a deliberate release. Like warming down after a marathon, not collapsing at the finish line.

The best exit timelines aren’t just about the business. They’re about you.

HR Best Practice

From an organisational leadership point of view, long-range exit planning is gold.

A 1–3 year horizon allows for robust succession planning, capability mapping and leadership development. It also gives time for key staff to step up and for owners to let go.

James, for example, had always said he’d “think about Pete taking over some day.” But without a defined timeline, that day never came. Now, with 18 months to play with, there was space to trial new roles, test delegation, and build confidence - on both sides.

An HR-aligned exit timeline includes -

• A leadership succession roadmap

• Training and mentorship plans

• Timeframes for team communication and change management

• Risk mitigation for key person dependencies

Rushing this can cost trust. But spacing it out? That builds legacy.

Red Flags To Be Mitigated Against

Poorly planned exits are littered with regrets, and they usually start with:

• Sudden timelines driven by burnout or crisis

• Waiting until "the perfect moment" that never arrives

• Failing to inform or prepare key staff

• Making decisions based on tax deadlines instead of transition readiness

James had seen it before. A mate who sold in six months, only to find himself back consulting for his old company six weeks later because the buyer panicked and staff revolted.

Fast exits are sometimes necessary - but they're rarely clean.

Ideal Owner Mindset

The right mindset around exit timing is one of strategic patience.

It means recognising that this is both a business process and a personal evolution. That some pieces take time to line up - financially, emotionally, and relationally.

The best owners treat their exit like any other major business initiative -

• They reverse-engineer the goal

• They align people, process, and purpose

• They stay flexible but accountable

• They understand that waiting with intention is different from procrastination

James didn’t need to rush. He just needed to move with purpose.

Key Takeaway - A great exit isn’t about selling fast—it’s about preparing well. Start early, plan deliberately, and give yourself the gift of time to do it right.