Bailey Law Firm PLLC

10/16/2026

📈 𝗪𝗮𝗻𝘁 𝘁𝗼 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻? 𝗦𝘁𝗮𝗿𝘁 𝗯𝘆 𝗿𝗲𝗱𝘂𝗰𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗶𝘀𝗸𝘀 𝗮 𝗯𝘂𝘆𝗲𝗿 𝘄𝗼𝘂𝗹𝗱 𝗶𝗻𝗵𝗲𝗿𝗶𝘁. Customer concentration, inconsistent financial reporting, and owner dependency can 𝘲𝘶𝘪𝘦𝘵𝘭𝘺 𝘦𝘳𝘰𝘥𝘦 𝘷𝘢𝘭𝘶𝘦 𝘦𝘷𝘦𝘯 𝘸𝘩𝘦𝘯 𝘱𝘳𝘰𝘧𝘪𝘵𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘪𝘴 𝘴𝘵𝘳𝘰𝘯𝘨. Addressing these issues well before a sale can 𝗶𝗺𝗽𝗿𝗼𝘃𝗲 𝗯𝘂𝘆𝗲𝗿 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝘁𝗶𝗻𝗴 𝗽𝗼𝘀𝗶𝘁𝗶𝗼𝗻.

Business valuation is driven by more than EBITDA multiples. Discover the financial drivers that influence middle-market valuations and what buyers truly value.

10/14/2026

📈 𝗞𝗲𝗲𝗽𝗶𝗻𝗴 𝗮 𝗳𝗼𝘂𝗻𝗱𝗲𝗿 𝗶𝗻𝘃𝗼𝗹𝘃𝗲𝗱 𝗮𝗳𝘁𝗲𝗿 𝗮𝗻 𝗮𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 𝗰𝗮𝗻 𝗽𝗿𝗲𝘀𝗲𝗿𝘃𝗲 𝘃𝗮𝗹𝘂𝗮𝗯𝗹𝗲 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲—𝗯𝘂𝘁 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗰𝗹𝗲𝗮𝗿 𝗯𝗼𝘂𝗻𝗱𝗮𝗿𝗶𝗲𝘀, 𝗶𝘁 𝗰𝗮𝗻 𝗮𝗹𝘀𝗼 𝗵𝗼𝗹𝗱 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗯𝗮𝗰𝗸. Buyers and investors should establish 𝘥𝘦𝘧𝘪𝘯𝘦𝘥 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘪𝘣𝘪𝘭𝘪𝘵𝘪𝘦𝘴, 𝘳𝘦𝘱𝘰𝘳𝘵𝘪𝘯𝘨 𝘴𝘵𝘳𝘶𝘤𝘵𝘶𝘳𝘦𝘴, 𝘢𝘯𝘥 𝘭𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘦𝘹𝘱𝘦𝘤𝘵𝘢𝘵𝘪𝘰𝘯𝘴 before the transition begins. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗶𝘁𝘆 𝘀𝗵𝗼𝘂𝗹𝗱 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀, 𝗻𝗼𝘁 𝗰𝗼𝗺𝗽𝗲𝘁𝗲 𝘄𝗶𝘁𝗵 𝗶𝘁.

Why private equity's founder-friendly compromise costs more than it saves.

10/09/2026

📊 𝗠𝗼𝗿𝗲 𝗿𝗲𝘃𝗲𝗻𝘂𝗲 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗮𝘂𝘁𝗼𝗺𝗮𝘁𝗶𝗰𝗮𝗹𝗹𝘆 𝗺𝗲𝗮𝗻 𝗮 𝗺𝗼𝗿𝗲 𝘃𝗮𝗹𝘂𝗮𝗯𝗹𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀. If growth creates customer concentration, strains leadership, or weakens internal systems, 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘢𝘯𝘺 𝘮𝘢𝘺 𝘣𝘦 𝘨𝘦𝘵𝘵𝘪𝘯𝘨 𝘣𝘪𝘨𝘨𝘦𝘳 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘣𝘦𝘤𝘰𝘮𝘪𝘯𝘨 𝘴𝘵𝘳𝘰𝘯𝘨𝘦𝘳.

Some growth increases revenue while weakening the assets that determine long-term enterprise value.

10/07/2026

⚙️ 𝗧𝗵𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗵𝗮𝗯𝗶𝘁𝘀 𝘁𝗵𝗮𝘁 𝘄𝗼𝗿𝗸 𝗳𝗼𝗿 𝗮 𝘀𝗺𝗮𝗹𝗹 𝘁𝗲𝗮𝗺 𝗿𝗮𝗿𝗲𝗹𝘆 𝘀𝗰𝗮𝗹𝗲 𝘂𝗻𝗰𝗵𝗮𝗻𝗴𝗲𝗱. As organizations grow, leaders need to replace 𝘪𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭 𝘩𝘦𝘳𝘰𝘪𝘤𝘴 𝘢𝘯𝘥 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘭 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯-𝘮𝘢𝘬𝘪𝘯𝘨 𝘸𝘪𝘵𝘩 𝘴𝘵𝘳𝘰𝘯𝘨𝘦𝘳 𝘴𝘺𝘴𝘵𝘦𝘮𝘴, 𝘥𝘦𝘭𝘦𝘨𝘢𝘵𝘪𝘰𝘯, 𝘢𝘯𝘥 𝘤𝘭𝘦𝘢𝘳 𝘢𝘤𝘤𝘰𝘶𝘯𝘵𝘢𝘣𝘪𝘭𝘪𝘵𝘺.

When my company expanded from 10 to 90 people, I learned that more people meant more process.

10/02/2026

🔄 𝗪𝗵𝗲𝗻 𝗲𝘅𝗶𝘁𝘀 𝘁𝗮𝗸𝗲 𝗹𝗼𝗻𝗴𝗲𝗿, 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸 𝗯𝗲𝘁𝘄𝗲𝗲𝗻 𝗮𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝘀𝗮𝗹𝗲 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗲𝘃𝗲𝗻 𝗺𝗼𝗿𝗲. Operators and investors have an opportunity to use that time intentionally—𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘥𝘶𝘳𝘢𝘣𝘭𝘦 𝘷𝘢𝘭𝘶𝘦 𝘳𝘢𝘵𝘩𝘦𝘳 𝘵𝘩𝘢𝘯 𝘴𝘪𝘮𝘱𝘭𝘺 𝘸𝘢𝘪𝘵𝘪𝘯𝘨 𝘧𝘰𝘳 𝘮𝘢𝘳𝘬𝘦𝘵 𝘤𝘰𝘯𝘥𝘪𝘵𝘪𝘰𝘯𝘴 𝘵𝘰 𝘤𝘩𝘢𝘯𝘨𝘦.

Amid high interest rates and an AI boom, PE is struggling to sell. Small-business owners could suffer as a result.

09/30/2026

⚙️ 𝗧𝗵𝗲 𝗯𝗶𝗴𝗴𝗲𝗿 𝘁𝗵𝗲 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗴𝗲𝘁𝘀, 𝘁𝗵𝗲 𝗹𝗲𝘀𝘀 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗰𝗮𝗻 𝗿𝗲𝗹𝘆 𝗼𝗻 𝗶𝗻𝗳𝗼𝗿𝗺𝗮𝗹 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻. Growth requires systems that keep decision-makers connected to 𝘱𝘦𝘰𝘱𝘭𝘦, 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦, 𝘢𝘯𝘥 𝘰𝘱𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘳𝘦𝘢𝘭𝘪𝘵𝘪𝘦𝘴 as new layers are added.

Leadership distance is a natural outcome of organizational growth. The challenge is ensuring that distance does not evolve into disconnection.

09/11/2026

Fast growth tends to force a tradeoff: move quickly, or take care of people.
𝘛𝘩𝘦 𝘴𝘵𝘳𝘰𝘯𝘨𝘦𝘴𝘵 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘳𝘦𝘧𝘶𝘴𝘦 𝘵𝘩𝘢𝘵 𝘵𝘳𝘢𝘥𝘦𝘰𝘧𝘧. 💡

𝗜𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆 𝗮𝗻𝗱 𝗰𝗼𝗻𝘀𝗶𝗱𝗲𝗿𝗮𝘁𝗶𝗼𝗻 𝗮𝗿𝗲𝗻'𝘁 𝗼𝗽𝗽𝗼𝘀𝗶𝘁𝗲𝘀. 𝗟𝗲𝗳𝘁 𝘂𝗻𝗺𝗮𝗻𝗮𝗴𝗲𝗱, 𝘀𝗽𝗲𝗲𝗱 𝗲𝗿𝗼𝗱𝗲𝘀 𝗰𝘂𝗹𝘁𝘂𝗿𝗲. 𝗠𝗮𝗻𝗮𝗴𝗲𝗱 𝗱𝗲𝗹𝗶𝗯𝗲𝗿𝗮𝘁𝗲𝗹𝘆, 𝘁𝗵𝗲𝘆 𝗿𝗲𝗶𝗻𝗳𝗼𝗿𝗰𝗲 𝗲𝗮𝗰𝗵 𝗼𝘁𝗵𝗲𝗿.
The difference comes down to whether leadership is actually listening as the pace picks up, not just pushing forward.

Inc. 5000 founders and the new global nonprofit head know a few things about leadership and vision.

09/10/2026

🎯 𝘼 𝙩𝙚𝙖𝙢'𝙨 𝙘𝙤𝙣𝙛𝙞𝙙𝙚𝙣𝙘𝙚 𝙞𝙣 𝙖 𝙣𝙚𝙬 𝙡𝙚𝙖𝙙𝙚𝙧, 𝙤𝙧 𝙖 𝙣𝙚𝙬 𝙞𝙣𝙞𝙩𝙞𝙖𝙩𝙞𝙫𝙚, 𝙛𝙤𝙧𝙢𝙨 𝙞𝙣 𝙩𝙝𝙚 𝙛𝙞𝙧𝙨𝙩 𝟯𝟬 𝙩𝙤 𝟲𝟬 𝙙𝙖𝙮𝙨, 𝙬𝙚𝙡𝙡 𝙗𝙚𝙛𝙤𝙧𝙚 𝙧𝙚𝙨𝙪𝙡𝙩𝙨 𝙝𝙖𝙫𝙚 𝙝𝙖𝙙 𝙩𝙞𝙢𝙚 𝙩𝙤 𝙨𝙝𝙤𝙬 𝙪𝙥.

That was the core idea behind 𝘛𝘩𝘦 𝘌𝘢𝘳𝘭𝘺 𝘞𝘪𝘯𝘴 𝘗𝘭𝘢𝘺𝘣𝘰𝘰𝘬, presented this week by Jess Bailey, hosted by BlackmoreConnects.

The session left attendees with a concrete way to plan those early days: how to pick early wins that build real momentum, how to avoid the ones that create chaos instead of clarity, and how to communicate progress in a way that reinforces ex*****on discipline rather than just activity.

Our thanks to 𝗕𝗹𝗮𝗰𝗸𝗺𝗼𝗿𝗲𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝘀 for organizing this event and to everyone who joined us this week.

Up next in this series: 𝗢𝗰𝘁𝗼𝗯𝗲𝗿 𝟭𝟯

09/09/2026

For many business owners, the retirement plan is simple: 𝘣𝘶𝘪𝘭𝘥 𝘵𝘩𝘦 𝘤𝘰𝘮𝘱𝘢𝘯𝘺, 𝘴𝘦𝘭𝘭 𝘪𝘵, 𝘭𝘪𝘷𝘦 𝘰𝘧𝘧 𝘵𝘩𝘦 𝘱𝘳𝘰𝘤𝘦𝘦𝘥𝘴.
But a profitable business and a 𝘴𝘦𝘭𝘭𝘢𝘣𝘭𝘦 one aren't automatically the same thing. 🔍

If most of an owner's net worth sits inside their company, that distinction matters, years before they're ready to walk away.
𝗬𝗼𝘂𝗿 𝗿𝗲𝘁𝗶𝗿𝗲𝗺𝗲𝗻𝘁 𝗱𝗮𝘁𝗲 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻. 𝗬𝗼𝘂𝗿 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀'𝘀 𝘃𝗮𝗹𝘂𝗲 𝗶𝘀𝗻'𝘁.

Is selling your business your retirement plan? Learn how to close the value gap and build a business that can support the retirement you want.

09/04/2026

Fast growth is a leadership challenge before it's a revenue milestone.
𝗚𝗿𝗼𝘄𝘁𝗵 𝘁𝗵𝗮𝘁 𝗼𝘂𝘁𝗽𝗮𝗰𝗲𝘀 𝗶𝗻𝗳𝗿𝗮𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 𝗰𝗿𝗲𝗮𝘁𝗲𝘀 𝗿𝗶𝘀𝗸, 𝗻𝗼 𝗺𝗮𝘁𝘁𝗲𝗿 𝗵𝗼𝘄 𝘀𝘁𝗿𝗼𝗻𝗴 𝘁𝗵𝗲 𝘁𝗼𝗽 𝗹𝗶𝗻𝗲 𝗹𝗼𝗼𝗸𝘀. 📈

The tension shows up the same way in company after company:
→ Sales teams pushing for more, faster
→ Operations teams asking whether the business can actually support it
→ Boards watching competitors and asking why growth isn't faster still

𝘛𝘩𝘦 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘮𝘢𝘯𝘢𝘨𝘪𝘯𝘨 𝘵𝘩𝘪𝘴 𝘸𝘦𝘭𝘭 𝘴𝘩𝘢𝘳𝘦 𝘰𝘯𝘦 𝘩𝘢𝘣𝘪𝘵. They set the pace on purpose, instead of chasing it.

Managing a company experiencing fast growth is its own unique leadership challenge—one that pits a founder’s desire to win against a company’s limits.