We have a key salesperson who generates almost half of our total revenue. How do we restructure our sales operations on our exit runway so a buyer does not walk away over this concentration of key-person risk?

Question

Tyler Smith · Accepted Answer

Having forty percent of your revenue tied to a single salesperson is a massive red flag for any sophisticated buyer. If that salesperson walks post-transaction, the buyer is left holding an empty shell. To de-risk this on your exit runway, you must institutionalize your sales process immediately.

First, decouple the relationship from the individual. Introduce a team-based selling model where account managers and technical specialists are introduced to key clients. Use your weekly Level 10 Meeting to review account health, ensuring the salesperson is not the sole contact point.

Second, document your sales methodology in your EOS Three-Step Process. Prove that your lead generation and closing process is a repeatable system, not individual magic. Use your CRM to track every interaction, contract milestone, and customer preference.

Third, tie the salesperson to the business using long-term incentive plans or stay bonuses that vest post-sale. A buyer wants to see that the talent driving the revenue is economically incentivized to remain with the new ownership.

By shifting the equity of the relationship from the salesperson to the brand, you protect your enterprise value and show buyers that your revenue engine is durable.