Who I help / Business owners
Which works beautifully while the business is healthy, and is precisely why one bad quarter can take all three at once.
Free · About 5 minutes · No obligation
WHAT THE SURVEY FINDS
01
No company HMO, no group life, and frequently years of gaps in your SSS. Everything an employee receives by default, you have to build on purpose or go without, and most owners have never audited which of those two they are currently doing.
02
The supplier terms, the pricing logic, the client trust. If those live in your head rather than in a document, the enterprise value on paper is a number that leaves the building when you do.
03
It is payable in cash, and quickly. Families are regularly forced to sell a business at a discount, sometimes to a competitor, purely to settle a bill on the business they wanted to keep. The figure is calculable in advance. Almost nobody calculates it.
04
You will sell it, or the children will take it. Both of those depend on the business still being sellable and the children still wanting it, and neither has been tested with anyone.
AFTER THE SURVEY
The work here is mostly structural. A protection layer so that a health event does not turn into a liquidity event. A retirement fund living outside the business, so that your future does not depend on an exit that may never arrive. And enough liquidity that your family can settle an estate without selling the thing you spent twenty years building. If you employ people, we look at group cover too, because it is the cheapest loyalty you will ever buy.
WHAT GETS DRAWN
Which of these end up in your drawing is decided by what the survey turns up, not by what I would like to sell.
If your income stopped, this is what keeps the rent paid and the tuition current while the household works out what happens next. For a breadwinner it is the first thing we size and the last thing we cut.
Critical illness and hospitalisation cover that pays on diagnosis. The whole point is that the money arrives before the bills do, so nothing has to be sold in a hurry at the worst possible time.
Run your actual SSS figure and most people go quiet for a moment. This is the fund that closes the distance between that number and the life you had been quietly assuming.
Tuition arrives on a date you already know and it does not negotiate. Funding it deliberately is the difference between a plan and a scramble.
Long term, pointed at a goal you can say out loud. Not a tip, not a flip, and not something you feel you have to check every morning.
Bring whatever you already own, from any company. I will read it properly and tell you what it does, what it does not, and whether it is worth keeping. Frequently it is, and that conversation costs you nothing.
SAID OUT LOUD
Then start with the piece that protects the business itself, which in a small company is usually a modest amount of cover on you, the person it cannot run without. It is genuinely cheap relative to what it protects. The mistake is not starting small. The mistake is telling yourself you will get to it after the next good quarter, which is also what you told yourself last year.
A policy the business owns on the person the business cannot afford to lose, which in a small company is usually you. If that person dies or is critically ill, the payout goes to the business, and it buys the thing the business most needs at that moment, which is time. Time to hire, to reassure clients, and to sell in an orderly way rather than a panicked one.
BEGIN
Rodel Hermogenes reads every answer himself before you speak. It is free, it takes about 5 minutes, and it ends with a session booked at a time you pick.
Free. About 5 minutes. No obligation.