SUCCESSION PLANNING
Start earlier than you think
One of the biggest misconceptions in succession planning is timing.
Many owners begin planning six to 12 months before an intended exit. That is rarely enough.
“ A successful sale process often starts years before going to market,” Nasca and Matel said.
Albero agrees, and often recommends a five-year runway.
“ My hope is that it’ s five years on average,” he said.“ That gives you time to fix the things that matter.”
Those improvements may include: Cleaning up financials Reducing aged inventory Building a management team Documenting processes Strengthening service operations
Perhaps most importantly, it means shifting the business away from owner dependence.
“ If you’ re the sole operator wearing every hat, that’ s a problem,” Albero said.
Buyers want businesses that can run without the owner at the center.
Building a transferable business
At its core, succession planning is about transferability— the ability for a business to continue performing under new ownership. That requires intentional structure.“ Position the next-generation owner to take over from a place of strength,” Nasca and Matel said.
Key elements include: A strong leadership bench Clearly defined roles and decision-making authority Documented systems and processes Financial transparency
Dealers who invest in these areas not only improve exit outcomes but often see better performance long before a sale.
The Role of the advisory team
No succession plan succeeds in isolation.
From accountants to attorneys to wealth advisors, the right team can make the difference between a smooth transition and a failed deal.
“ The biggest key is to build the right team,” Albero said.
That team should include professionals with direct dealership experience— not generalists.
“ If your advisor hasn’ t worked on dealership transactions, that’ s where things get lost,” he said.
Nasca and Matel emphasize the importance of integrating tax strategy, deal structure and personal financial planning.“ It’ s not what you sell for, but what you keep,” they said. After-tax proceeds, estate planning and retirement goals must all align with the transaction itself.
Common surprises along the way
Even experienced operators are often caught off guard by the realities of succession.
Among the biggest surprises: How early planning must begin The depth of due diligence How much details at closing impact outcomes
Owners are also frequently surprised by how one weak year can affect valuation.
“ A single tough year within the buyer’ s window can compress value,” Nasca and Matel said.
That makes timing— and consistency— critical.
A multiyear mindset
Ultimately, succession planning is not an event. It is a process.“ Treat succession as a multi-year plan, not a one-time transaction,”
Nasca and Matel said. That means revisiting plans annually, aligning stakeholders early and staying flexible as market conditions evolve. It also means being honest about goals. For some owners, legacy and continuity will outweigh maximum value. For others, liquidity and a clean exit will take priority.
“ There’ s no good idea or bad idea,” Albero said.“ You just have to put everything on the table.”
The bottom line
For OPE and landscaping dealerships, succession planning has become both more urgent and more complex.
The days of informal transitions and last-minute deals are fading. In their place is a more disciplined, data-driven approach— one that rewards preparation, transparency and strategic thinking.
Dealers who start early, build strong operations and surround themselves with the right advisors are best positioned to succeed. Those who wait may still find a buyer, but not always on their terms.
In the end, succession isn’ t about timing the market; it’ s about being ready when the time comes.
18 OPE + May 2026 www. OPE-Plus. com