I built a business that ran entirely out of my head. That turned out to be a problem.
For seven years I ran a yoga studio with 400 members, a 40-person team, and more operational complexity than I ever would have predicted when I opened the door. I knew that business cold. Scheduling logic, vendor relationships, the unwritten rules about how things got decided: all of it lived up here. And it worked, until the moment it needed to exist somewhere other than my head.
When I walked away from that business, I understood something I hadn't fully seen while I was in it. The business ran beautifully. None of it was written down. Those two things are fine when you're the one running it. They become a serious problem when you're trying to hand it to someone else.
Now I work on the buyside of small business acquisitions. My job is sourcing, finding businesses worth buying and getting them in front of the right buyers. And what I kept seeing, over and over, was owner preparedness as the real obstacle. The desire to sell was there. The business was real and worth buying. What was missing was the documentation that let a buyer walk in and understand how it worked without the owner in the room.
I built Closing Ready Ops because that problem is both predictable and preventable. I knew what it felt like to be the operator who had built the thing but couldn't explain it to anyone else without being in the room. And I knew the gap could be closed, it just had to be closed before the sale, not during it.
