Michael Bendit

Vertical Exit Advisors: Official Launch and Mission Vertical Exit Advisors (VEA) will officially launch in Q4 of 2024 after several successful engagements over the past two years creating a foundation for the firm’s success. We specialize in collaborating with Founder/Owners, Private Equity and Venture Capital partners to create optimal exit/profitability strategies for both portfolio and non-portfolio companies. We started with several successful engagements prior to our launch and now look to formalize the offering for both company buy side sourcing and sell side activity. This provides alternative pathways to success for customers beyond billion-dollar mergers or IPOs, offering solutions prior to unicorn valuations and diluted ownership. These solutions include enhanced profitability for current leadership or pathways to exits for owners and founders along with buy side partners. Our Approach: Many companies need support in product development, go-to-market (GTM) strategy, or financial cleanup to position themselves for a successful exit or profits within 6-12 months. VEA addresses these needs by integrating experienced operators into your team to preparing your firm for an optimal outcome. Our network of PE, VC, and investment banking partners enables us to perform thorough health checks, ensuring that founders and owners have clear expectations throughout the engagement. We become an extension of your team and align to your goals whether creating a stronger company or pushing for an exit through our partners. The duration of our engagements varies based on your company’s status, but our goal remains the same: achieve the financial outcomes required by our founders, operators, and investment teams. Our Partnerships: VEA collaborates with some of the top PE, VC, and Consulting Teams globally to fulfill our vision. Building on the success we’ve experienced over the past two years; we are expanding our internal team and partner ecosystem. This expansion will enhance our capacity to prepare your company for successful outcomes, whether through M&A, improved EBITDA, or increased profitability. Leadership: Steve Gantenbein, the owner and operator of VEA, brings a wealth of experience from managing companies with revenues ranging from $5M to $250M and facilitating over $10B in exits. Over the past five years, Steve has worked in the Private Equity sector, providing expertise on mergers from $75M to over $1.5B. He is a Stanford University graduate with a strong background as an operator, executive, or advisory board member. What's next: We will be providing additional updates following this announcement leading to our formal launch in Q4, however, wanted to provide a preview due to our success prior to the formal launch.

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My friend is hosting a webinar for #startups on using a Fractional CFO. Details below.

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Data-driven fundraising is the future. By leveraging analytics, non-profits can identify trends, understand donor behavior, and tailor their strategies for greater success. Investing in data analytics tools can transform your fundraising efforts. #DataAnalytics #FundraisingSuccess

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Moneyball is taking on the incumbents in the startup data space with new dataa points and methodologies. They are one of the 36 startups pitching over 50 early stage investor at the SOLD OUT Newport Investor Summit. #newportinvestorsummit #rihub #startups #entrepreneurship

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Brad Vynalek, Jennifer Rupkey, and Ed Lovatt discuss the vital link between firm leadership and business development. Learn how their collaborative approach drives firm success. #LegalBusiness #Leadership #BusinessDevelopment

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Here's a good listen! Andrew Herr, CEO of Fount joined me in the Noom Room to discuss scaling customizable solutions for lifelong wellness. Honored by the US Army as a "mad scientist" for his trailblazing approaches to optimizing human performance, Andrew is a fount of knowledge on all things wellness. Hear his thoughts on specific supplements and strategies to promote sleep, de-stressing, reducing inflammation, and more. We even discuss longevity and health span in connection with supplements, GLP-1s, HRT ... A lot of actionable intel in this one!

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Thinking About Budget Downgrades and How to Improve Business In recent conversations with friends, the challenges of today’s business landscape kept surfacing. "The consumer landscape has changed; people are becoming more price-sensitive, so I’m hearing more about selling strategies focused on lower prices,” remarked Ethan W. This got me thinking—how should businesses approach budget downgrades and still thrive? What is Budget Downgrade? There’s a common saying: Save where it should be saved, and spend where it should be spent. But in the case of Budget Downgrade, savings continue while essential investments are often cut. We’re seeing this reflected in statistics on layoffs and cost-cutting measures from platforms like https://layoffs.fyi. From a buyer’s perspective, several trends have emerged: 1. A stronger focus on cost-effectiveness and affordability. 2. A preference for affordable alternatives when budgets are cut. 3. Delaying demand, focusing on customer acquisition first, then fulfilling that demand once revenue grows. Is the Environment Really That Bad? “You always say the environment is bad. Why is it always bad? Are you contributing to the problem? Is the environment really that bad?” - James G. There are two key elements of a "bad environment": - External factors: Trade wars, conflicts, and industrial chain shifts. - Internal factors: Inflation, partisan cooperation issues, slow income growth, declining job openings, and a weakening job market. These factors collectively contribute to weak business growth. Confidence, often more powerful than cash flow, drives many industries. Expectations shape the market. After several rounds of layoffs and changes, many have lost that confidence. With weak growth and low expectations, spending drops, leading to Budget Downgrade. How to Respond to Budget Downgrade Instead of being trapped by the ratchet effect—where cuts are difficult to reverse—we must accept change and short-term sales declines, both materially and mentally. Here’s how: 1. Create a refined budget, cutting unnecessary expenses, and ensuring good project budget management. 2. Transform our target customers, offering more support through existing solutions. 3. Redesign the pricing model, focusing on high value, affordability, and continuous payment options. 4. Develop more partnerships to leverage mutual cooperation and offer customers affordable, high-quality solutions. 5. Keep innovation - Product, service solution and management. 6. Face reality and overcome two psychological traps:    - a) Just wait a little longer, things will improve.    - b) My products or services are irreplaceable and won’t be affected. I am also actively testing new strategies in the market, constantly striving for innovative solutions that add value to customers. The thoughts above reflect my own analysis, and I welcome any discussion with those who share these views.

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Have questions about boards and their investors? This article provides answers to the FAQs for small-cap companies. A few highlights: 💡 "There is no data whatsoever to suggest that CEOs or CFOs make more effective board members than other executives...Boards should choose board members by the expertise they require and their ability to be engaged providing such expertise, not by their titles/business cards. Limiting board searches to CEOs and CFOs will eliminate countless, highly qualified potential board members who are able to bring more energy to the job." 🗠 "Stock options never constitute “skin in the game” from a buy-side perspective. You’re either a shareholder, or you’re not. Investors will further distinguish between board members who were granted restricted stock, versus those who took cash out of their pockets and purchased stock. Remember, the only way investors can acquire your company’s equity is using cash." 📖 "Independent board members need to think independently. It is the job of independent board members to “trust but verify” when it comes to management recommendations. In practice, that means engaging in rigorous boardroom debate, and becoming as educated as possible about all issues that affect boardroom decisions. When board members get 100% of their information from management, they are not thinking/acting independently." Read more perspectives from Andrew Shapiro and Adam J. Epstein in the link below. Thank you Cindy for sharing.

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We could honestly share insane stories like this every single day. As a Branding guy, it shocks me how few executives pay attention to this critical aspect of their company's success or failure. This one may make the Hall of Fame one day. #branding #Domains #VCs

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Reflecting on Axiom Service Management’s journey, our focus has always been growth and customer-centricity. Since our acquisition of a 15 year + company in 2021, Axiom has thrived by adhering to our core principles of authenticity, integrity, and relentless dedication to solving our clients' problems. We listen to our customers by forming genuine partnerships. We go beyond the norm to make things right, fostering open communication and ensuring our clients’ voices are heard. Our ability to navigate complex challenges has strengthened our resolve to innovate and adapt. By promoting open communication and taking a proactive approach to problem-solving, we’ve built a reputation for excellence and reliability. Today, Axiom is stronger and more resilient than ever. Our continued focus on customer-centricity and innovation has positioned us as a leader in the industry and fostered lasting client relationships. #BusinessGrowth #CustomerFocus #Innovation #Leadership #AxiomSM #Resilience #Authenticity

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Looking forward to speaking at this event and future webinars as part of a comprehensive series being held online by our partners at Prism and the newly formed JV; PRISM Concierge I have received the following Linkedin badges apropos to the upcoming events: - Top Contract Negotiations Voice - Top Leadership Development Voice - Top Startup Development Voice Sharing knowledge and practical experiences from my incredibly rewarding career in the global marketplace, while hoping to inspires others to aspire is what I strive for when I write, speak, reach or mentor. Allowing others to light their own candles from my flame is my goal. I frequently write articles on LinkedIn relative to leadership, organizational leadership, entrepreneurship, startup growth and development, economics, mastering influence, international trade, globalization, capital raise, contract negotiation and both PE and VC. In case you missed any of them, you can find all of my articles, in their entirety, on my LinkedIn profile page. Be Well, Stay Well, Always Treat Others Well   James   May you always have ENOUGH of the things you need for yourself and more than ENOUGH of the things you'd like to share with others. In this way, your hands will always be extended in friendship and never in want.   And should you find yourself more fortunate than others, build a longer table, not a taller fence. While the grass isn't always greener on the other side, it will always be greener where you water it!

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Demystifying Private Equity, Understanding “Rollups” in the EyeCare Industry and Exits and Exit Strategy Preparation are now on deck in up in our Online Symposiums. Stay tuned…. Also now booking time slots for private consultations and intimate discussions on exit strategies, exit strategy preparation and ‘how to’ self consolidate you eye care practices for an optimum sales price. Slots are booking up fast and I only have limited availability. #eyecare #vision #privatepractice #exits #healthcare #healthcarerollups #consolidations #privateequity

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On Assocations - I attempted to use associations for brand building and lead acquisition in many ways. I even sat on the board for the largest association in our vertical for 2 years. Associations are the body who typically establish the trade show(s) for the vertical market. In years past they were also responsible for general education and sometimes even political and legal negotiation. Associations are changing how they operate though. It was normal for them to be the education arm for an industry. That has changed as traveling educators have all but disappeared. Local associations may give you opportunities to speak in front of a very small audience. Slightly larger associations may have paid pipelines for sending out communications via email. Many of the largest associations know they are a marketing source and either develop a product or close the door. Final assessment - because of how quickly the associations are changing, the value of brand building within an association has been diminished. The trade shows however, still provide an excellent way to acquire new leads and continue to establish your brand.

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My latest blog post on the Silent Struggle of Aging. Let me know what you think about this topic, I am interested to hear your perspectives. https://lnkd.in/g4WXfNMv

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Chargebacks are a SMB's nightmare. If you send high $ invoices (like my web design/dev firm), they're even worse. There’s now a solution. Introducing Fortitude. Want to skip the read? Check out usefortitude.com to join early access. Last year, we had a credit card chargeback problem. Our funds were taken from our bank account immediately, even though this was over six months after the work was done (chargebacks can be filed in some cases 450 days after payment). We submitted contracts, zoom calls, completed work, emails, etc. Two months later, we lost. The funds were gone. This is now 8 months after work was completed. Chargebacks, established in 1974 to protect consumers from fraud, have expanded to include disputes over service quality, delivery, and product satisfaction. This makes you responsible for two types of chargebacks: the first type being fraud (a client uses a stolen or unauthorized credit card...yes, this is your problem). The other is just general disputes, where the client says goods aren't as described, etc. These are much worse. Banks must investigate all claims. However, the banks profit from customers, not you, creating a conflict of interest. Also, unlike tangible goods, professional services outcomes are subjective. An overseas Chase bank employee needs to decide in a few minutes if your $10k project was legit. They don't want to read your emails and contracts and look at websites. They want to see a FedEx delivery receipt and move on. If you don't have simple, clear evidence, you'll lose. It's crazy. Out-of-the-box invoicing solutions don't support this TLDR evidence. We built one that does: Fortitude. Fortitude works in two ways to protect from these two types of disputes. First, before we let your clients pay, we have them e-sign a popup saying they are satisfied with your services. If they charge back, instead of drowning the bank in evidence, you can submit a short PDF showing that your client signed off on whatever they are now complaining about. It's like a FedEx delivery receipt for your services. For the fraud type, we authenticate your customer and do some backend things to shift fraud liability from you to the issuing bank. I can't explain the full details here, but it's really cool - ping me, and I'll explain. Fortitude is super flexible. It integrates with project management sites like Honeybook, Dubsado, and Hello Bonsai, as well as Cal. com (for paid calls or design days) and Zapier. You can also offer your clients the option to pay with ACH for a discount (aligning incentives and saving $), apply complex tax rules, and sell extra items at checkout. Recurring invoices and series with AutoPay (without fees) are also included. Fortitude is free to use (just pay Stripe fees). It's $20/mo for custom branding and live dispute consulting. Reach out to me or visit usefortitude.com/join. I'd really appreciate a repost if your connections would find value. Here's to a more fair system.

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