
5 Exits of Every Successful Business Owner
12/20/21 • 12 min
2 Listeners
What is often called “the five evolutions of a business” can also be thought of as “the five exits every entrepreneur makes in a business” over the course of their entrepreneurial journey.
Today’s episode is another snackable one with Roland Frasier. It’s short and sweet, something you can listen to while you’re running a quick errand or getting something done around the house. This one is all about the five exits you make on your journey from solopreneur to selling your business.
Exit #1: From Solopreneur to Manager
When you first start a business, you’re wearing all the hats, doing all the services. You’re the CEO, CMO, janitor, sales team, and everything in between. Your first exit is from doing to delegating. Instead of you doing the basic thing the business does (offering a service or actual product creation), you hire someone (or several someones) to do it for you. When you hire your first person, you start this first exit.
Exit #2: From Manager to CEO
The next level of exit is going from manager to leader or CEO. We’re not talking about a CEO who does everything—that’s a solopreneur, not a true CEO. A true CEO is someone who has people reporting to them and getting their marching orders. The CEO is truly leading the company and figuring out how to implement the Board of Directors’ vision for the company. When you stop managing and delegating, and you’re responsible for bigger things and being an actual leader and communicating/channeling the directors’ vision, that’s the second exit.
Exit #3: From CEO to Board of Directors
The third exit is when you go from being the CEO to being on the Board of Directors. At that point, you’re really responsible for the strategic direction and vision of the company, how it’s doing in the world as a corporate citizen. You’re communicating with the CEO and saying, “This is our vision, and it’s your responsibility to communicate this to the company and get them to execute it.” You’re not the leader. You’ve stepped off the organizational chart of the company, but you’re still very involved in it. You may have sold a majority part of the company at this point.
Exit #4: From Board of Directors to Investor
Your fourth exit is when you go from the Board of Directors to investor. At this point, you might sell more of your company. You might decide you don’t want to be burdened with, or responsible for, creating the vision of the company any more. You’re interested in what the company is doing, and you’re a shareholder/owner, and you have the ability to impact who is on the Board of Directors, but you’ve moved back several levels to being a simple investor. Your main concern is: how will this asset perform for us in terms of income generation?
Exit #5: Exiting Ownership
The fifth exit is exiting ownership. You don’t want to be an investor anymore. You’ve gotten enough return on your investment, and you’re going to retire from the entire relationship you have with the company. Now you’re a free agent with your capital, moving on to whatever else you’re ready to do.
It’s good to know about the different exits, the different levels of evolution. It’s good to know your options. Maybe you’re tired or burnt out or have other ideas to explore, and it’s time to start making those exits one at a time. Maybe the responsibilities are more than you want to shoulder as CEO, and you can move to the Board and still have impact, but less responsibility. You don’t lose the ability to impact the company until you go through all the exits. Seeing the big picture helps you figure out what fits best with your life and other business opportunities.
RESOURCES:
- ethicallyprofit.com
- getepicchallenge.com
- Scalable.Co
- The Ready to Lead podcast
- DigitalMarketer Podcast
- Perpetual Traffic podcast
OUR PARTNERS:
- Get a free proposal from Conversion Fanatics
- Get 3% cash back on your ad spend with AdCard
- Get Roland’s book, Zero Down, FREE
Mentioned in this episode:
Get Scalable Live - THE PREMIER EVENT FOR BUSINESS OWNERS
Over 3 days, network and collaborate with fellow entrepreneurs and CEOs to build a ‘recession proof’ plan to scale your company to 8-figures and beyond, and...leave knowing 2023 is going to be your best year yet!
What is often called “the five evolutions of a business” can also be thought of as “the five exits every entrepreneur makes in a business” over the course of their entrepreneurial journey.
Today’s episode is another snackable one with Roland Frasier. It’s short and sweet, something you can listen to while you’re running a quick errand or getting something done around the house. This one is all about the five exits you make on your journey from solopreneur to selling your business.
Exit #1: From Solopreneur to Manager
When you first start a business, you’re wearing all the hats, doing all the services. You’re the CEO, CMO, janitor, sales team, and everything in between. Your first exit is from doing to delegating. Instead of you doing the basic thing the business does (offering a service or actual product creation), you hire someone (or several someones) to do it for you. When you hire your first person, you start this first exit.
Exit #2: From Manager to CEO
The next level of exit is going from manager to leader or CEO. We’re not talking about a CEO who does everything—that’s a solopreneur, not a true CEO. A true CEO is someone who has people reporting to them and getting their marching orders. The CEO is truly leading the company and figuring out how to implement the Board of Directors’ vision for the company. When you stop managing and delegating, and you’re responsible for bigger things and being an actual leader and communicating/channeling the directors’ vision, that’s the second exit.
Exit #3: From CEO to Board of Directors
The third exit is when you go from being the CEO to being on the Board of Directors. At that point, you’re really responsible for the strategic direction and vision of the company, how it’s doing in the world as a corporate citizen. You’re communicating with the CEO and saying, “This is our vision, and it’s your responsibility to communicate this to the company and get them to execute it.” You’re not the leader. You’ve stepped off the organizational chart of the company, but you’re still very involved in it. You may have sold a majority part of the company at this point.
Exit #4: From Board of Directors to Investor
Your fourth exit is when you go from the Board of Directors to investor. At this point, you might sell more of your company. You might decide you don’t want to be burdened with, or responsible for, creating the vision of the company any more. You’re interested in what the company is doing, and you’re a shareholder/owner, and you have the ability to impact who is on the Board of Directors, but you’ve moved back several levels to being a simple investor. Your main concern is: how will this asset perform for us in terms of income generation?
Exit #5: Exiting Ownership
The fifth exit is exiting ownership. You don’t want to be an investor anymore. You’ve gotten enough return on your investment, and you’re going to retire from the entire relationship you have with the company. Now you’re a free agent with your capital, moving on to whatever else you’re ready to do.
It’s good to know about the different exits, the different levels of evolution. It’s good to know your options. Maybe you’re tired or burnt out or have other ideas to explore, and it’s time to start making those exits one at a time. Maybe the responsibilities are more than you want to shoulder as CEO, and you can move to the Board and still have impact, but less responsibility. You don’t lose the ability to impact the company until you go through all the exits. Seeing the big picture helps you figure out what fits best with your life and other business opportunities.
RESOURCES:
- ethicallyprofit.com
- getepicchallenge.com
- Scalable.Co
- The Ready to Lead podcast
- DigitalMarketer Podcast
- Perpetual Traffic podcast
OUR PARTNERS:
- Get a free proposal from Conversion Fanatics
- Get 3% cash back on your ad spend with AdCard
- Get Roland’s book, Zero Down, FREE
Mentioned in this episode:
Get Scalable Live - THE PREMIER EVENT FOR BUSINESS OWNERS
Over 3 days, network and collaborate with fellow entrepreneurs and CEOs to build a ‘recession proof’ plan to scale your company to 8-figures and beyond, and...leave knowing 2023 is going to be your best year yet!
Previous Episode

Emmitt Smith on Entrepreneurship and the Business of Football
Football great Emmitt Smith knew two things from a very early age—that he would play football and that he would need a plan for life after the game.
The world-famous NFL Hall of Fame running back and serial entrepreneur was a guest speaker at this year’s first annual Scalable Impact Live. Emmitt sat down for an intimate chat with Roland Frasier to talk about his entrepreneurial journey and everything he’s done since retiring from football. The man has been busy, to say the least.
Listen in as he shares some secrets to his success and what drives him as an entrepreneur and a human being.
The Entrepreneurial Spirit Was With Him As a Kid
Emmitt became an entrepreneur at a young age without even realizing what he was doing, whether it was taking a lawnmower around the neighborhood cutting grass or working for a TV network in high school or detailing cars in college. “I did whatever I needed to do to subsidize,” he says, “to get the money I needed for clothes or gas.”
He remembers one incident in particular when he was at his Pop Warner football coach’s 3600-square foot house. It was his first time ever at a white person’s house, his first time seeing a home office. He saw papers laying on a slanted board, and his coach started explaining what he did for a living. He started teaching him how to read blueprints and floor plans.
“He said football wouldn’t last forever, and I’d need a plan after it was over,” Emmitt says. “I was 11 years old.”
He put that advice in the back of his head, because football and getting to college were at the forefront. He started getting college letters early on. He got so many he was sick and tired of looking at them. “Boxes and boxes and boxes of letters. It was ridiculous.” When his friend told him he could get a scholarship, and his parents wouldn’t have to pay for college, football became his first business.
The Business of Football
Things have changed very recently in the world of college sports. Athletes are finally getting the opportunity to pocket some of the money that once went entirely to their schools. Emmitt remembers in 1987 getting a Pell Grant for $7000 and he only saw $700 of it. They also told him he couldn’t work and be on scholarship at the same time. He’d look up in the stands and see all these people in #22 jerseys and think, “Where’s my cut? They’re making millions of dollars off of me.”
He remembers being in class trying to figure out what he wanted to do. He was reading textbooks but not getting anything from them that would help in the real world. When he left school to become a professional athlete, the world opened up to him.
He started asking Cowboys owner Jerry Jones questions. He said, “I know how much you’re paying me. How much are you making?” He told Jerry he wanted to sit down in his office and listen to him negotiate contracts. Jerry said sure. “He knew I was on a mission physically in the world of sports, but he could tell I was thinking much broader. It helped me out learning his tactics when I was negotiating my contract.”
It wasn’t long before marketing and endorsements entered the picture. Michael Jordan paved the way for all athletes to understand what endorsements could be like and how to package yourself. Then he met guys like Roger Staubach, a childhood hero of his, and started to understand what he was doing beyond the game.
Entrepreneurship After Football
By the time Emmitt hung up his jersey for the final time, he already knew what he wanted to do. Roger had asked him to come talk to him when he retired. Emmitt wanted to get into the real estate business as a developer. He wanted to build big things, like retail shopping centers. Roger asked him if he’d ever thought about the broker side of the business, but Emmitt saw the developers making all the capital.
He called Magic Johnson and said, “I’m about to cut a deal with Roger. What should I know? What should I ask for?” Magic told him everything. Emmitt says, any time you’re going down a path someone you know has already gone down, reach out to them for insight before you jump full in, before you get too deep, or make a mistake in your negotiations. That’s what he did with Magic.
One of the first deals they did was a big shopping center in Arizona just before the recession hit. It was poor timing, but it was a good experience. Emmitt learned how to put a deal together and how to get out of a deal. He went to CCIM and got his certification. He told Michael Irvin that the two of them should put their money together and buy some land in Dallas. He knew it would be valuable someday. He has an eye for what could be. He has vision. “I can see the potential of things,” he says, “whether it’s land or people. What I’ve done in my life is try to maximize my gifts.”
As he saw all the new roads and bridges happening around Dallas/Fort Worth...
Next Episode

Kendra Scott on Fashion, Family, and Philanthropy
Kendra Scott started her iconic brand with $500, a spare bedroom, and a newborn—and now her company is valued at over a billion dollars.
The 1st Annual Scalable Impact LIVE took place in Austin, TX in early November of this year, and Kendra Scott was one of the big-name guests. She sat down with Roland Frasier to talk about how she started her business, how it became so wildly successful, and why she’s so passionate about giving back.
Listen in for some inspiration and brilliance from this woman on fire.
How It All Started
Kendra’s first son was born on 11/11/01, just two months after 9/11. She vividly remembers what it felt like to be given this tiny human being in such an uncertain time. No one knew what the world was going to be like going forward, but there was an incredible opportunity for hope and connection.
Kendra knew she wanted to be the best mom she could be, but she’d also loved fashion and design since she was a little girl. “If I could do what I loved,” she says, “that would be the greatest thing in the world.” Her first business failed, then her stepfather died, leaving her with this thought: “We have one life, and it is short and it is fast. While we’re here, we need to use the gifts we’ve been given to do good.”
She started her business very quietly, because she didn’t want people to see her fail. She was terrified that people would laugh at her.
How She Worked Through That Fear
Fear is real, Kendra says, and it is okay to be scared. “I wake up every morning, leading a business that is bigger than it was the day before. I’m walking in uncharted territory every time I get out of bed.”
It helps knowing she doesn’t have to do it alone. She’s not afraid to ask for help. Mentors are huge for her. And she has built “the most awesome team ever.” She has 3000 employees, and 96% of them are women. The brand is the DNA of all the people who work with her at her company. It’s her name, but they’re truly a team. She was alone in it for a long time. Now, when she has a problem, everyone puts their heads together and rolls up their sleeves, excited to help solve the problem.
Choosing entrepreneurship means not choosing the easy route. It is so fun when it’s fun and so scary when it’s scary. Entrepreneurship is peaks and valleys, just like life. When you’re in the valleys, you think this is it. I’m going to lose my business. When you start realizing you can get out of the valley, and you have a team doing it with you, it’s so cool. You overcame something together, and your bond is so amazing.
The Kendra Scott company is on a mission to do good. Their core values are family, fashion, and philanthropy, and their customers share those values. They’re caring, optimistic, and fun, and have a heart that beats for their community. “You can put your team and your community first and still have a fiscally successful company,” Kendra says. “And now I’m teaching others how to do it.”
What 2020 Was Like For Her Business
In a retail business where you have 120 brick and mortar stores, “a pandemic isn’t great,” Kendra says. She remembers all the news channels with their doomsday pronouncements of “brick and mortars have seen their last day.” She didn’t sleep for a couple days in March 2020. She and her team went back to the white board and started completely over. They changed everything overnight.
The only thing that didn’t change was their core values. How do we stay true to our core values? was the only question that mattered. They did all their Kendra Gives Back events virtually. They created new connections with their customers—sending them letters, calling people and checking on them, making masks, delivering things to people’s homes.
They fought the urge to over-strategize. “We have to paint this train while it’s moving,” Kendra told her team. They couldn’t stop the train. They knew they might make mistakes, but they were determined just to learn from them. You can’t be inflexible and unwilling to change your plans. You’ve got to be agile. You’ve got to pivot. Or you won’t survive.
How She Managed Growth While Maintaining Control
When Kendra first started her company, no one would invest in her. She had two small sons, went through a divorce, had no investors, and was doing everything on lines of credit. She signed everything she owned up for collateral. Her sister, who had a good job, moved in with her to help with rent. She couldn’t pay for her tiny team and couldn’t afford to lose anyone. She sold her car to pay a vendor for stones and jewelry.
Looking back, she says she’s not really sure how she did it. But she would look at her sons’ little faces and think, “Failure is not an option. We are going to figure this out.” She didn’t get any investment capital until 10 years after she started her business.
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