In the world of Construction & Trades, the ground beneath our feet never seems to stop shifting. Uncertainty is the only constant, whether it’s changing regulations, evolving technology, or the continuous pulse of global events. Yet, amidst this ever-changing landscape, one truth remains firm: the need for strategic business succession planning.

The construction industry faces unique challenges with its vast network of supporting trades. The owners’ retirement, sudden changes in circumstances, business environment shifts, and tax laws alterations all call for meticulous review and planning. That’s where Small Business Growth Partners’ business succession planning focusing on five pivotal questions to guide the path forward.

1. Are You Ready?

Being ready in the construction business is about more than just numbers on a balance sheet. It’s about a comprehensive plan covering governance structures, future leadership, innovative thinking, investment planning, and the company’s overall financial stability.
It’s about continuity planning, key employee retention, and having a strong disaster recovery strategy. Given the current climate, addressing, analyzing, and reinforcing every aspect of your homebuilding business is essential. Because readiness is not a project to be rushed, it’s a journey that requires constant attention.

2. Who is the Successor?

Identifying the proper Successor can be an intricate process in a field as specialized as homebuilding. Be it a family member, a member of your management team, another construction firm, or a financial buyer, there’s no one-size-fits-all answer.
Early planning and flexibility in approach can help you find the right match, honoring the legacy of your business while setting the stage for future growth.  Also, whether the successor is family, or a management team member, the use of psychometric profiling is a crucial part of this process to make sure the “right butt is in the right seat”.

3. How Much Does Each Owner Need?

Retirement often means leaving the business entirely. Thus, understanding the resources required to sustain your envisioned lifestyle is crucial, especially in these unpredictable times.
Calculating the valuation of your homebuilding firm, projecting after-tax proceeds, and understanding personal assets is vital. And if gaps appear in these calculations, early planning can provide the time needed to bridge them.

4. What is Your Timeline for an Exit?

Creating a timeline for your exit shapes the way forward for everyone involved. Strategies must be employed to ensure financial stability, influenced by the answers to the previous questions.
This timeline isn’t just about you, the exiting owner; it’s a roadmap to guide future owners, staff, and stakeholders toward a well-founded future.

5. What is Next?

Your vision for life after exit must be well-defined. Whether it involves staying engaged with the construction industry or exploring entirely new ventures, knowing what comes next will smooth the transition, eliminate potential resentment, and provide clarity for all involved.

Navigating the Path to Succession

It’s often said, “Failing to plan is a plan for failure.” This timeless wisdom rings particularly true in the construction industry, especially as owners face the inevitable need for a transition in leadership. Many scenarios can lead to chaos within a construction company without a plan for an owner’s exit. Whether it’s a sudden disability, unexpected passing, or a quick decision to retire, the outcome can often be diminished company value and unfavorable tax consequences without proper planning.
Above we delved into the essential questions for constructing a successful business succession plan. Now, let’s explore the complex landscape of transition options available to construction companies, tailored to fit myriad unique situations.

Succession Planning Options for Construction Companies

The future of a construction company lies in the hands of its leadership, and choosing the right path for transition is paramount. The key is understanding that no single option fits every situation. Here’s a breakdown of standard transition options:

Standard Outside Sales Agreement

When family succession isn’t an option, selling the entire company to a third-party buyer is a straightforward approach. This method often yields higher payouts and avoids conflicts with multiple family members. Moreover, an outside buyer with industry experience can seamlessly take over the reins. Caution is advised, however, when selecting a buyer with solid NDAs to protect the company’s value and reputation.

ESOP (Employee Stock Ownership Plan)

Another path to consider is selling up to 100 percent of company stock to a defined benefit plan owned by employees. This approach benefits the company by:
  • Keeping control within the employee base.
  • Protecting the company’s legacy.
  • Potentially fostering faster growth post-transaction.
  • Enabling a gradual transfer of ownership.
Construction is a leading industry for ESOPs, making it a tried and true transition solution.

Selling to Key Employees or Management Team

An increasingly popular option involves selling the company to experienced employees or the management team. This approach provides continuity of business philosophy and seamless leadership transition. While usually spread over several years, this plan can offer a better solution than a standard ESOP, depending on specific situations.

Gifting Stock to Family Members

For those with family members in the business, gifting stock can be an appealing strategy, especially considering the current favorable tax exclusions. Even if retirement is not immediate, gradual gifting of company assets can reduce taxable estate assets, allowing gifts to appreciate over time.

Buy/Sell Agreements

Two distinct avenues here include leveraged buy-out and installment sale. The former allows the heir to borrow money to buy the business, while the latter facilitates a gradual sale over time with interest. Each has benefits and should be approached with careful contract negotiations and professional guidance.

Choosing the Right Path

The structure of your construction company, whether an LLC or a C-Corporation, may influence the best transition plan. It also makes sense to involve professional evaluators to perform a business valuation before any sale or transition.  For a family transition, it’s also a good idea to have the business valued so everyone understands the true value of the business, on the street.
The construction industry, inherently complex and ever-evolving, requires careful thought, planning, and execution regarding succession. The multifaceted transition options laid out here merely scratch the surface. A dedicated and expert team, like the one at Small Business Growth Partners, can provide guidance tailored to your construction company’s unique needs and vision.
After all, building a company’s future is akin to constructing a lasting structure. It requires a strong foundation, meticulous planning, and the right tools to craft something that stands the test of time. Start today; your company’s legacy deserves nothing less.


  • Evaluate Readiness:
    • Review governance structures.
    • Determine future leadership.
    • Analyze innovative thinking.
    • Outline investment planning.
    • Assess overall financial stability.
    • Plan for continuity and disaster recovery.
    • Address key employee retention.
  • Identify the Successor:
    • Consider family, management, other firms, or financial buyers.
    • Plan early and maintain flexibility in approach.
  • Calculate Financial Needs:
    • Determine resources for retirement.
    • Calculate firm valuation.
    • Project after-tax proceeds.
    • Understand personal assets.
    • Plan early if gaps appear in calculations.
  • Create an Exit Timeline:
    • Develop strategies for financial stability.
    • Include all stakeholders in the planning.
    • Build a roadmap for future owners, staff, etc.
  • Define Post-Exit Vision:
    • Identify activities or engagement post-exit.
    • Ensure clarity and smooth transition.
  • Standard Outside Sales Agreement:
    • Ensure proper selection of third-party buyer.
    • Implement strong NDAs.
  • Employee Stock Ownership Plan (ESOP):
    • Assess the benefits such as control, legacy protection, growth, and gradual ownership transfer.
  • Selling to Key Employees or Management Team:
    • Consider continuity of philosophy.
    • Plan gradual leadership transition.
  • Gifting Stock to Family Members:
    • Evaluate tax exclusions.
    • Implement gradual gifting.
  • Buy/Sell Agreements:
    • Consider leveraged buy-out or installment sale.
    • Consult with professionals for contract negotiations.
  • Choose the Right Transition Path:
    • Understand company structure (LLC or C-Corporation).
    • Consult professional evaluators for business valuation.
    • Consider tailored guidance from experts.
  • Build the Future:
    • Focus on a strong foundation.
    • Ensure meticulous planning.
    • Utilize the right tools for construction.