Overview
Knowing when to sell or continue scaling is a pivotal decision for B2B leaders driving company growth. This post shares actionable guidance to help founders and executives weigh their options strategically. Review the insights below, and consider the video for an additional perspective on making the best choice for your business goals.
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Key Lessons
Define clear target outcomes for your business before considering major decisions.
Having well-defined revenue or growth targets helps you stay focused and make objective strategic choices. This ensures that every major decision—whether scaling or selling—is made with your long-term business objectives in mind.
Regularly assess if your current goals align with selling or continuing to grow.
Periodically review whether achieving your goals would make selling or continuing to grow the right next step. This ongoing evaluation keeps your leadership aligned with market opportunities and your own business ambitions.
Think beyond financial success and consider the long-term legacy of your business.
Consider the impact your company will have on future generations, your team, and the industry as a whole. Prioritizing legacy helps guide decisions that foster sustainable growth and a positive reputation.
Summary
B2B leaders should base the decision to sell or keep scaling on well-defined business outcomes and honest assessments of their progress toward those goals. Regularly reviewing whether growth targets point toward selling or continued expansion ensures your actions align with real business ambitions. Finally, consider legacy as part of your decision—growth isn’t just about numbers, but also the longer-term impact and reputation your company leaves behind.
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About the Author
Aqil Jannaty is the founder of ThePod.fm, where he helps B2B companies turn podcasts into predictable growth systems. With experience in outbound, GTM, and content strategy, he’s worked with teams from Nestlé, B2B SaaS, consulting firms, and infoproduct businesses to scale relationship-driven sales.
