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Justin Goodbread, CFP\\xae, CEPA\\xae, CVGA\\xae, owner of FinanciallySimple.com, is a nationally recognized financial planner, financial educator, wealth manager, author, speaker, and entrepreneur. He has 20+ years of experience starting, buying, owning, and selling businesses. Justin is a two-time winner of the Investopedia Top 100 Advisor award and Exit Planning Institute\\u2019s Exit Planner Leader of the Year.

Recently, Justin published his first book: The Ultimate Sale. In it, he shows business owners how to create long-term value and accelerate growth in their company with the ultimate goal of selling the business for top dollar when the owner wants to retire.

Justin already wrote the first draft of his second book, and is on a mission to publish a book per year aiming to publish 10 books before the age of 50.

Most passionate about

• I\\u2019m most passionate about trying to change the future for so many business owners, here in the US and around the world.
• A study by the Exit Planning Institute says that out of 5.6 million Americans who have small businesses and entrepreneurships, only 4% will sell their businesses for the price the owners think they\\u2019re worth.
• That\\u2019s amazing, especially because, for most business owners, their largest single asset is their business. What I\\u2019m into today is changing the narrative and the outcome for business owners, so that whenever they desire to exit, they are ready for it financially and are emotionally prepared to walk away from their business.
• To increase a business\\u2019s value, you need to know where you\\u2019re headed.
• The main difference between a business that will be able to make an exit and a business that won\\u2019t is called \\u2018owner dependence.\\u2019 It\\u2019s when the business is completely dependent upon the owner\\u2014the owner\\u2019s mind and the owner\\u2019s ability.
• The one thing the owner needs to do if they want to make the business ready for a very profitable exit one day is to remove themselves from the business, to make the business owner irrelevant.
• They should build a dynamic team, a dynamic process, dynamic multiple systems, to the point where the business can function and thrive without the owner's involvement.
• We are working with the owners not only to build the team that will be able to lead and run the business without them but also on how to let it go.
• I\\u2019m young, I\\u2019m 42. When I sold my first business, I was 22. I found myself trying to figure out: What\\u2019s next? The reason for that was that I made the same mistake that so many Americans and business owners around the globe do: Our identity becomes our business.
• When our identity becomes our business, it becomes tough on us to sell or transition, or perhaps leave the business for any reason: death or divorce or disability or disagreements. When I leave it, what\\u2019s next in life?

Justin Goodbread\\u2019s career and story

• I started my first business when I was 16. We had a landscaping business. It was in the \\u201990s and my mom and dad, who homeschooled us, wanted my brother, sister, and me, as part of our education, to learn how to work, to learn how to be business owners, to learn to be entrepreneurs.
• My mom and dad\\u2014who were not business owners or entrepreneurs\\u2014invested their life, their resources, their savings, their time in teaching my brother, my sister, and me how to think like business owners.
• By the age of 18, my brother and I were in landscaping and made more money than my mom and dad did.
• My brother and I were landscaping together. We bought our own equipment, found our own customers, serviced the customers, and positioned it. Ultimately, we both went to college, so we walked away from our business, selling it for a nominal fee.
• After that, my brother and I started separate businesses. He went into the pool business, building high-end swimming..."