Let me tell you about the phone call that nearly cost my client $400,000. He was three weeks from closing on a commercial cleaning company, feeling good, already mentally redecorating the office. Then his lender’s due diligence guy asked one question: “Can we see the proof behind those add-backs?” Crickets. The seller had claimed $300K in “owner expenses” running through the business. Problem was, half of it couldn’t be documented. Deal got repriced. Hard. So yeah, we’re talking about add-backs today, and you should probably pay attention.

What Are Add-Backs and Why Do They Matter So Much?

Quick refresher for anyone new to this game. When a business owner sells, the price is usually a multiple of earnings. Those earnings get “adjusted” because owners love running personal stuff through the company. The lease on the Porsche. The “business development” trip to Cabo. The family cell phone plan. Add those expenses back to profit and the earnings number jumps. Bigger number, bigger multiple, bigger check at closing.

Here’s the thing though. Buyers aren’t naive anymore. Every serious buyer, and especially anyone using an SBA loan or institutional financing, will run what I call an add-back audit before they agree to a price. They’re not being jerks. They’re protecting themselves. And honestly? If you’re a seller, you should welcome it. Clean add-backs survive scrutiny. Sketchy ones were never real money anyway.

How Buyers Actually Verify Owner Expenses

This isn’t some mysterious process. It’s grunt work, and it follows a pretty predictable playbook:

1. They pull the tax returns and financials side by side. Discrepancies between what was reported to the IRS and what’s on the P&L get flagged immediately.

2. They request bank statements and credit card statements. Not summaries. Full statements. Every line item.

3. They trace each add-back to a specific transaction. If the seller claims $60K in personal auto expenses, the buyer wants to see the payments, the insurance, the fuel receipts.

4. They check for double dipping. This one gets people. An owner takes a $150K salary AND claims add-backs for “owner compensation.” That’s not an add-back, that’s just his pay.

5. They look at personal expenses buried in COGS. Family members on payroll who don’t work there. Inventory that somehow ended up at the owner’s house.

6. They interview the bookkeeper or CPA. Sometimes both. You’d be shocked what a frustrated bookkeeper will confirm.

7. They compare add-backs against industry norms. If your add-backs are 40% of revenue and the industry average is 8%, expect questions. Lots of them.

The Red Flags That Kill Deals

I’ve sat through enough of these to know the patterns. Watch for these:

• Add-backs without documentation. If it can’t be traced to a statement or receipt, it’s a story, not an expense.

• “One-time” expenses that happen every year. The new roof that got replaced in 2021, 2022, and 2023? Not one-time.

• Vague categories like “miscellaneous owner expenses.” Buyers hate this. Lenders hate it more.

• Personal expenses mixed into operating costs. A gym membership coded as “employee wellness” is the kind of thing that makes a buyer walk.

• Resistance to providing records. The fastest way to lose trust is to act like the requests are unreasonable.

What Sellers Should Do Before Going to Market

Here’s my advice, and take it from someone who’s watched too many deals wobble at the finish line:

• Build a clean add-back schedule with a paper trail for every single line item

• Get your CPA to sign off on the adjustments before buyers ever see them

• Separate personal and business expenses going forward, starting today, not next quarter

• Keep a dedicated folder with statements, receipts, and explanations ready to hand over

• Price your business on the documented number, not the wishful one

The sellers who do this prep work close faster and hold their price. The ones who wing it end up renegotiating in the eleventh hour, and trust me, the buyer has all the leverage at that point. Nobody wants to be my cleaning company guy, three weeks from closing, watching $400K evaporate because he couldn’t find a receipt.

Do the audit yourself before someone else does it for you. Your future self will thank you.

Let me tell you something about franchise resales that nobody puts on the glossy brochure. The moment you decide to sell your franchise, you stop being a business owner and start being a supplicant. Harsh? Maybe. True? Absolutely. I have watched too many operators build something real, only to get tripped up by a clause buried on page forty-seven of an agreement they signed a decade ago. So let us talk about the two gates you have to walk through: the transfer fee and the approval process. Miss either one, and your deal is dead in the water.

What the Transfer Fee Actually Looks Like

Here is the thing about transfer fees. They are not a penalty. They are the franchisor’s admission ticket to the party. You want out? Fine. Pay the cover charge.

The range is wild. I have seen transfer fees as low as five grand and as high as forty-five thousand depending on the system . Some franchisors charge a flat number. Others get creative and take a percentage of the sale price. One deal I looked at had a fee structured as ten percent of the final number. On a six hundred thousand dollar sale, that is sixty grand gone before you even pay the broker .

Here is what you do:

1. Pull out your franchise agreement today. Not tomorrow. Today. Find the transfer section. Read it twice.

2. Calculate the fee before you list. Do not guess. Call your franchisor’s development team and ask for the exact number in writing.

3. Decide who pays. The buyer and seller can negotiate this. Sometimes the buyer covers it to sweeten the deal. Sometimes you eat it. Either way, it is your job to know the number cold before anyone signs anything .

And please, for the love of everything, do not forget that transfer fees are deductible selling expenses. Your CPA needs to capture every dollar. That sixty thousand dollar fee reduces your taxable gain dollar for dollar . Do not leave money on the table because you were too busy celebrating the sale.

The Approval Process Is Not a Formality

I want to be blunt with you. The franchisor approval is not a rubber stamp. It is a full background check on your buyer, and it moves at their pace, not yours.

Most agreements give the franchisor thirty days to approve or disapprove a proposed purchaser . Thirty days sounds reasonable until you realize your buyer has financing deadlines, lease negotiations, and a life of their own. That clock does not start until you submit a complete package. Incomplete packages sit in someone’s inbox collecting dust.

What the franchisor is actually evaluating:

• Financial solvency. Can your buyer actually fund the operation? Not just the purchase price. The working capital. The reserve funds. The first six months of bleeding cash before things stabilize.

• Operational experience. Some systems want prior industry experience. Some do not care. Know which bucket your buyer falls into before you waste everyone’s time.

• Cultural fit. Sounds soft. It is not. The franchisor built a brand. They are not handing it to someone who will run it into the ground.

Here is the move: get your buyer’s package in front of the franchisor early. Like, before you have a signed letter of intent if possible. Feel them out. Ask the development contact what they look for. Build the relationship. This is not cheating the system. This is being smart about the system.

The Right of First Refusal Will Mess With Your Head

Buried in most agreements is a clause that lets the franchisor match your buyer’s offer and buy the business themselves . Most of the time they do not exercise it. But “most of the time” is not “never.”

You need to know whether this clause exists and how it works before you start negotiating with anyone. If you find a buyer, get a bona fide offer on paper, and submit it to the franchisor, they get a window to decide. If they pass, you move forward. If they match, your buyer is out and you are selling to corporate.

It is not personal. It is business. But it will derail your timeline if you are not expecting it.

The Bottom Line on Getting This Right

Franchise resales are not complicated. They are just unforgiving of sloppy preparation.

You built something worth selling. That is rare. Do not let a missed deadline or a forgotten clause turn your exit into a cautionary tale. Get the agreement out. Get the fee number. Get your buyer vetted early. And get a lawyer who has actually closed franchise transfers before. Not your cousin who does real estate closings. An actual franchise attorney.

The market is moving. Franchise resales are taking up a bigger slice of transactions than they have in years . Buyers are out there. Do not let your deal die in the fine print.