The Private Equity Insider's Guide to Building an 8-Figure Exit

Now, when Nick Bradley walked into those exclusive private members clubs in London—the kind with no signs, where you’re either “in the know” or not—he was surrounded by billions of dollars in created wealth. As a private equity executive with over 100 acquisitions under his belt, he was part of the machine that generated those massive returns.

But something felt wrong…

"I realized that a lot of the value that gets created is on the other side of the table—it's the entrepreneurs," Bradley told me during our recent conversation. "Maybe if I can help other people really get what they deserve, I can feel a little bit more fulfilled."

That realization led Bradley to make a dramatic career shift. After a decade in private equity, including his role as CEO during Blackstone's $2+ billion acquisition of Ascend Learning, he jumped to the other side of the table.

Now he works exclusively with founders, helping them build businesses positioned for 8 and 9-figure exits to sophisticated buyers.

His new book, "Exit For Millions," reveals the insider blueprint he developed during his PE years—and it's not what most business owners expect:

The Private Equity Landscape Has Changed (And Why That Matters to You)

If you think private equity is still the cold, calculating machine of the past, you're operating with outdated intelligence.

Bradley shared a striking statistic: pre-COVID, about 40% of high-value transactions were private equity deals. The projection through 2030? That number jumps to 80%.

"When I say private equity, I don't just mean a private equity firm buying a company," Bradley explained. "I mean businesses that could already have been acquired by private equity buying your company as a bolt-on."

This shift creates both opportunity and confusion. With thousands of entities calling themselves "private equity firms"—many of which aren't legitimate—business owners need to understand who they're actually dealing with.

Bradley's advice? If you receive an unsolicited letter from a PE firm, don't get excited. "Chances are it's not real," he said, referencing how major firms like Blackstone employ 170+ interns just for deal origination through cold outreach.

The real opportunity lies in positioning yourself as what Bradley calls "the prize"—a valuable asset that sophisticated buyers want to acquire, rather than desperately seeking buyers for your business.

The $5 Million EBITDA Threshold That Changes Everything

Here's where Bradley gets specific about the numbers that matter. Private equity firms operate in distinct tiers, and understanding these ranges is crucial for setting realistic expectations:

• Lower Mid-Market: Starting around $5 million EBITDA

• Mid-Market Sweet Spot: $5-10 million EBITDA (enterprise values of $30-100 million)

• Upper Mid-Market: $10+ million EBITDA (enterprise values of $80-200 million)

• Large Cap: $50+ million EBITDA (enterprise values over $500 million)

"Private equity really starts to come into their own around the 5 million EBITDA mark," Bradley noted. "If someone's trying to buy your business and you're underneath that, they're probably not a proper private equity firm."

His target for founders? What he calls "10 and 10” — $10 million EBITDA at a 10x multiple for a $100 million exit. While multiples have compressed recently, this remains the gold standard for a life-changing liquidity event.

The 15 Reasons Your Business Won't Sell (And How to Fix Them)

Bradley's most downloaded podcast episode—now required listening in three business schools—outlines the 15 critical factors that make or break high-value exits. The exercise is simple but powerful: evaluate your business as if you were buying it yourself, without emotional attachment.

Key factors include:

• Founder dependence: Would the business survive if you left tomorrow?

• Revenue predictability: Do you have recurring revenue streams, or are you constantly hunting for new customers?

• Financial transparency: Are your books organized and auditable?

• Scalable business model: Can the business replicate itself across geographies and digital platforms?

• Differentiated positioning: What makes you unique in the marketplace?

"You shouldn't scale your business or increase enterprise value in any risky way until you've made sure all the key things are there," Bradley emphasized. This often means spending 18 months fixing foundational issues before pursuing aggressive growth strategies.

The Scale-to-Sale Methodology: Reverse Engineering Your Exit

Bradley's approach adapts private equity playbooks for founders. Called "Scale to Sale," it's a five-step process that reverse engineers your desired outcome:

1. Clarity: Define your end game and understand the gap between where you are and where you want to be.

2. Strengthen Foundations: Conduct "shadow due diligence" on your own business 2-3 years before selling to identify and fix issues.

3. Strategic Growth: Only after foundations are solid, pursue partnerships, joint ventures, and strategic M&A.

4. Profit Optimization: Make the business as efficient as possible while positioning yourself as a valuable asset in the market.

5. Process Management: Control the sales process from start to finish, maintaining what Bradley calls "sell-side control."

The methodology requires patience—Bradley recommends a minimum three-year timeline, though he believes exit planning should begin almost from a company's inception.

The Psychology of Letting Go

One of the most overlooked aspects of successful exits is the founder's emotional readiness. Bradley has seen too many business owners sabotage their own deals because they've attached their identity to their business.

"Most people don't exit their company successfully not because they haven't built something great, but because they've attached their identity to their business," he observed. "You've got to have something that pulls you forward to that next thing you're going to do."

His solution? Develop what he calls a "vivid vision"—a detailed, six-page document outlining what you want your business to look like in three years. This isn't just strategic planning; it's identity work that helps you see beyond the current business.

Know Your Life-Changing Number

Perhaps Bradley's most practical advice concerns what he calls your "life-changing number"—the net worth that would fundamentally alter your life circumstances.

His rule is simple: as soon as you hit that number through a successful exit, take it.

He shared a cautionary tale of an energy company founder who turned down a £45 million offer, hoping to reach £100 million. Eighteen months later, regulatory changes and fines forced him to sell for just £150,000—to the same company that had offered £45 million.

"Don't feel like you've lost anything if that business could have gone on to be the unicorn," Bradley advised. "Work out what the number is, get your life-changing amount, and then go again if you want more—but at that point you're operating from a different psychology."

The Relationship Factor

Despite PE's reputation for cold calculations, Bradley emphasized that successful deals ultimately come down to relationships. When evaluating private equity partners, look for:

• Legitimate capital and deployment capability

• Strong operating partners with relevant industry experience

• Comprehensive service teams across functional areas

• Cultural alignment and trustworthiness

"You've got to spend time investing in that relationship," Bradley noted. "You're going to be with these people for three to five years."

Taking Action: Your Next Steps

If Bradley's insights have sparked your interest in positioning for a high-value exit, start with these immediate actions:

1. Educate yourself: Consume content about M&A and private equity to understand how the game is played

2. Assess your business: Apply the 15-factor evaluation to identify gaps

3. Define your vision: Create a detailed picture of where you want your business to be in three years

4. Calculate your number: Determine what a life-changing exit would actually require

5. Start networking: Begin building relationships with sophisticated buyers in your industry—before you're ready to sell

Remember, the best exits aren't accidents—they're the result of years of intentional preparation and positioning. As Bradley puts it, "The best exits are the ones where there is sell-side control all the way through."

The private equity world may seem intimidating from the outside, but with the right preparation and mindset, you can position yourself to benefit from their capital and expertise while maintaining control of the process.

After all, if you're going to build a valuable business, shouldn't you capture the maximum value when it's time to realize that investment?

As a gift to our readers, Nick is giving away a free PDF copy of his “Exit for Millions” book when it launches this Summer 2025 — Join the waitlist to receive his free book HERE.

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