https://www.kcapex.com/listings/?status=active

Biz Broker Andy, 7101 College Boulevard Suite 1650, Overland Park, KS (2026)

04/02/2026

I’ve spent the last several years working alongside business owners as they navigate one of the most important decisions of their lives—when and how to transition their business.

As of April 1, 2026, that work takes on a new dimension.

I’m proud to share that I, along with my partner Jason Moxness, have acquired Apex Business Advisors.

Apex has built a strong reputation in the Kansas City market by doing things the right way—focusing on preparation, process, and outcomes that stand the test of time. That foundation is the result of Doug Hubler’s leadership over the past 25+ years.

Early on, I was told Doug was one of the fairest and most honest people they had worked with. Truer words could not have been spoken. He has been both a mentor and a friend, and I’m grateful for the opportunity to build on what he has established.

Jason brings more than 30 years of banking experience, including building and leading SBA lending platforms. His perspective on how deals are structured and financed is a strong complement to our advisory approach.

For me, this is also personal.

My path to this point has included corporate roles, business ownership, and years spent advising owners through transitions. Each step has shaped how I think about value, risk, and what it means to exit well.

Stepping into ownership of Apex is a natural extension of that journey.

Our focus moving forward is simple:
• Serve business owners with clarity and discipline
• Run structured processes that connect the right buyers to the right opportunities
• Be a reliable partner to the advisors who support business owners

Both Jason and I are excited to continue working alongside the Apex team. Creating continuity for them and their clients is a big part of what makes this next chapter meaningful.

To the clients, referral partners, and colleagues who have trusted me along the way—thank you.

03/30/2026

We have all been told our entire lives to "never quit, never give up, and never accept defeat". However, in the business world, this can actually be deadly advice.

I see owners holding on to failing or plateaued models for far too long, hoping things will magically turn around. The difference between entrepreneurs who successfully bounce back and those who lose everything is that the savvy business person recognizes when something isn't working and is willing to do something about it.

Your business is an asset, not a life sentence. Recognizing when your industry is changing and choosing to sell while your business still holds premium value isn't "quitting." It's smart exit planning.

Whether you're holding on out of strategy, or out of stubbornness. Get in touch and I'll help you transition into your next chapter; [email protected]

03/12/2026

An “add-back” is an expense credited to a business’s reported profit to show a more accurate picture of what a buyer could earn. These are often personal or discretionary, non-recurring expenses incurred by the current owner that wouldn’t be required of a new owner. Classic examples include:

One-time legal fees
Personal travel
Payroll to non-working family members

By identifying and adding back these expenses, the business’s EBITDA becomes more standardized and “realistic.”

Sellers will look for add-backs to boost valuation. Buyers will scrutinize those addbacks to ensure they are legitimate expenses that will not be carried forward.

What is frustrating to us as advisors and is often devastating to the sellers is when they see that playing cute with the IRS has actually cost them a LOT of money.

In a recent podcast episode, I did two calculations for a business with some of these egregious add-backs (e.g., “the business” was paying a home mortgage). In the first scenario, with all the unjustifiable add-backs, the sellers saved $47,000 in taxes. In the second scenario, with all these expenses removed and the business allowed to run clean, it netted an extra $584,000 in valuation. Pretty stark, no?

Some of the other more ridiculous ones we’ve seen over the years include:

A spouse’s breast augmentation strategy classified as “building improvements”
All family groceries paid for by the business
Private school tuition
Lake house used as a company retreat

So much of a business transaction is building trust, and no buyer gets really excited about seeing a lot of add-backs, especially knowing that they will have to comb through them in due diligence. What we often see here is potential buyers passing by when they see a lot of ad-backs.

We always say that we want to see you some years before you are ready to sell. That allows us to set goals for what we want to sell the business for and then put plans in place to achieve that price. Part of those plans will involve flushing out unreasonable add-backs so as to create cleaner books and a more believable narrative of a trustworthy business looking for a solid buyer.

Did some of what I said in this post sound a little too familiar? No shame or judgment here. We just want to help you get this fixed so you can get the maximum value for your business, and a seller can see straight through to the business's actual expenses instead of sorting through the weeds of shady add-backs. Reach out today, and we will help you get cleaned up.

02/16/2026

When sellers ask us about timing a sale, in one way, they are asking the obvious question: "How can I optimize my exit?" We have a simple answer to that question: you can’t time the market. In hindsight, it’s easy to see trends and how certain industries benefit from certain events, but it’s very unlikely an advisor was sitting with a business owner of a medical mask company in October 2019 saying, “I think we should go to market at the end of Q1 2020, when demand for your product will be through the roof.” But whether they know it or not, sellers are really asking hidden questions behind the classic, “When’s the best time to sell my business?” question. Let’s look at three of those hidden questions:

“When will my industry multiple be at its best?”

Industry multiples generally stay the same. Sometimes an event will come along that will change how a business operates, as we saw when the Affordable Care Act was passed, and companies that brokered health insurance had to adapt, and quickly. But the multiples on which valuations were based generally stayed the same at that time. Except in certain rare cases, it is likely that the multiple on which your valuation is based has been pretty consistent for a number of years.

“How can I pay the least in taxes when I sell?”

We appreciate the desire to keep more of your own hard-earned money. But we too often see business owners more focused on tax avoidance planning than on running their businesses. They are busy running boats, groceries, mortgages, and vacations through the company and not realizing that banks hate when businesses do that, and it will take years to wash those sorts of expenses out of your business so that you have clean books. You should be working with a tax professional not only to keep your books clean in the present so that a future sale will go more smoothly, but you should also be talking with various advisors about what your tax approach will be in the case of an eventual sale. The more time you spend planning, the more options you have.

“What do I do next?”

We definitely can’t answer this for you. Sometimes spouses are perfectly aligned on what’s next: they are going to sell their house and travel the world. But other times, one is ready to relax more with pets and grandchildren, and the other one wants to travel the world. We can’t offer marriage counseling (business advising is hard enough!), but we can encourage you to have the “what’s next” conversation with everyone in your life that matters to you.

Sometimes they can alert you to things you may have missed. If you’re asking about a good time to sell your business, it means you’re already open to moving on. We want to make sure you have everything in place so that the transaction can go smoothly and you can move on to whatever’s next, even if that’s staying home and playing with grandkids more. Contact me today.

02/09/2026

“No EBITDA, No Loan.”

That was the recurring theme at the last M&A Source conference, and we just saw it play out in real-time over a 15-month engagement. We generated over 100 NDAs and 5 LOIs. The issue wasn't the marketing—it was the timing.

When the market won't produce a buyer that gives you confidence, it’s a sign that the business needs to go back into "build mode." We advised our client to pause, cut the home office overhead, and rebuild the EBITDA.

The result? When they re-launch, the lenders will be open, the buyers will be stronger, and the valuation will be certain. Sometimes, the most valuable "Yes" is a "Not Yet."

01/15/2026

Transitioning from a "corporate refugee" to a business owner isn't just a career move; it’s a total mindset shift. At Apex, we help corporate leaders trade the ladder for ownership. But before you leap, you have to prepare for the "uncomfortable" reality of being the boss.

Here are the 7 key shifts you’ll face:

1. Employee to Owner: You move from managing a role to owning every outcome. Decisions now directly impact growth, not just a KPI.

2. Predictability to Agility: Trade set budgets and annual reviews for uncertainty. The upside? The flexibility to pivot instantly.

3. Corporate to Personal Exposure: It’s no longer "the company’s money." Personal guarantees on leases and loans become your new normal.

4. P&L to Cash Flow: Corporations obsess over P&Ls; small businesses live and die by cash flow. Managing the gap between payables and receivables is your #1 job.

5. Full Legal Accountability: From entity formation to payroll taxes and employment law, you are the legal frontline.

6. Building Your Own Infrastructure: There is no "IT Department" or HR hotline. You are the architect of your own support systems.

7. Guardian of the Brand: You have the power to change everything—but the wisdom is in knowing what to preserve. Safeguard the value you just bought.

The Reality Check:

Early on, routine and hobbies may take a backseat to long hours and sacrifice. But the trade-off is a new community of fellow owners and true independence.

Ready to trade the cubicle for the captain's chair?

📩 DM me or email [email protected] to discuss your entry strategy.

12/02/2025

The same steps that increase a company’s valuation also make it a stronger, more profitable, more resilient business today. That’s why I often sit in with a business owner and their existing advisors 1–5 years before a sale. At no cost, I help them understand:

• What buyers are really valuing in today’s market
• What lenders require
• How operational dependencies hurt value
• How to prepare clean, defensible financials
• How culture, documentation, and leadership depth drive multiples
• When a sell-side Quality of Earnings makes sense
• What realistic valuations look like in their industry

Apex doesn’t sell consulting or coaching — we only do business sales.
My role is simply to be a resource so the owner and their advisory team can align early and avoid surprises later.

If you’re a trusted advisor who works with business owners, I’d love to grab coffee, trade perspectives, and see how we can help your clients plan smarter and exit stronger.

11/19/2025

Behind every big decision in life are unasked questions. If we have wise people around us, they will often make us aware of those questions, the answer to which can prepare us for success in our endeavors. Before you buy a business, you should ask yourself some of these questions, which will help you better shape what your entrepreneurial journey will look like (and how it might end).

1. What are your reasons for wanting your own business? There’s no right answer here, but it can’t be vague.

2. What emotions does the idea of business ownership stir up in you? How do those emotions play into your decision to buy? Don’t let your desire to chase your dream lead you into buying a business too quickly or buying the wrong business for your skill set.

3. Who else will your choices impact? Get your family and friends involved sooner, rather than later, in your business buying process. Their support and buy-in are crucial.

4. Who questions your choices and keeps you in check? How open are you to be challenged by others? While business ownership is often touted as being “in charge”, it also means being willing to learn, listen, and serve. If you don’t possess the ability to take criticism, you need to get that ability really quickly if you hope to be a successful business owner.

5. Do you do enough due diligence when making important decisions? Don’t underestimate the power and accuracy of your gut, but never, ever neglect due diligence, especially when buying a business.

6. How do you respond when things don’t go according to plan? Can you set aside enough money to protect the business (and yourself) in case things don’t go as you hope they will? In your financial projections, build in a “didn’t see that coming” margin.

7. What accomplishments are you chasing? What is this all for? We know why you may buy a business to start, but what do you think (or hope) your motivation may morph into over time?

8. How effective are you at organizing and managing systems? When you buy a business, many systems will be in place for you, but as you grow it, you will need to create and manage new ones of your own. Is this a skill set you have? If not, are you willing to hire for it?

9. How are you with managing people, be they employees, customers, or vendors? Not every business treats people the same way, but, like it or not, every business deals with people in some way or another.

10. What’s your exit plan? If you begin with the end in mind, you will have a flight plan that takes you from buying a business to selling it years later. The best-prepared buyers have at least a general outline of what that flight plan looks like.

11/05/2025

In many ways, our engagement agreements tell our clients how our work is different from any other transaction they may have been part of in their lives. It’s not a long agreement, at just about one page, and we’ve kept it that way to keep it simple for everyone involved.

TERM

Our engagements run for one year. If there’s resistance to this, it’s often because clients are thinking about real estate engagements, which typically last 30-90 days, and those terms make a lot of sense because housing often closes during those time periods. But most businesses don’t. In fact, most businesses take between 9-12 months to sell. If there is a promising situation towards the end of the 12 months we may do a short-term extension, but most of our deals here at Apex close within one year, and that’s why we’ve kept our term as such.

EXCLUSIVITY

Our engagements are exclusive. Once again, if clients think about buying and selling a business in terms of buying and selling real estate, they may be confused. Why not get the business out in front of as many people as possible? One word: confidentiality. Unlike a house, advertising it for sale doesn’t change anything about its fundamental qualities. A house doesn’t wilt under the pressure of going on the market. In a sense, a house is a fixed asset and there’s no need to keep it a secret if you want to sell it. Businesses do not work that way:

Employees are primarily concerned with providing for their families. If rumors of a sale start to spread, it starts to seem like a good idea to get a new job before getting fired.

Customers don’t know what will happen to the business. They may start to move to competitors to avoid any instability.

Competitors may smell blood and try to poach both customers and employees.

Unlike a house, which retains its inherent value no matter how much is known about it on the open market, a business can lose value, and sometimes, go out of business, just because confidentiality wasn’t observed.

PAYMENT

We only get paid when your business sells. The fact that we only get paid when the seller does shows that we are partners in this process.
That said, we have to do a lot of work in the lead-up to a sale. There’s also all the stuff that we do that’s not in the agreement, like talking about the emotions that come with such a major change in life. Those can be some of the most challenging and rewarding conversations of the entire transaction.

A short list of activities not in the agreement:
A basic valuation
Marketing the business to the general public as well as our own internal qualified buyers
Assistance with negotiations and due diligence
A conduit for communications with other professional advisors.

Do you have a business you are interested in selling? I'd love to chat and see if we would be a good fit for you and your goals. Reach out today.

10/29/2025

Most business owners today remember when the big computer concern for their businesses was antivirus software. But what we have now is a perfect storm of ransomware.

What is Ransomware?

Ransomware is what it sounds like. Various vectors that can be used to trigger an attack often encrypt all or almost all of a company’s vital systems, making them inaccessible unless unlocked by a decrypt key. Threat actors offer the decrypt key in exchange for a ransom. As companies without other resorts fold to the pressure, even if they do pay a ransom & get a decrypt key, they face a possible exodus of customers who have lost confidence after an attack.

Why Me?

You often hear cybersecurity experts reference some Main Street business, say an accounting firm in Idaho with 5 employees, sharing that the first reaction from the ownership of that business after they got ransomwared was, “I didn’t think it would happen to me.” This is due in part to sensational news stories of high-profile breaches. But those stories should set alarms off, not make business owners complacent. If large companies, can still get breached, how likely is it that you could too? The threat actors want the same things from these big companies as they want from the smaller ones:

Data: if you have proprietary technology, state-backed threat actors may come to take it to give their country’s industries a nudge forward.
Money: since most people are ill-prepared to deal with a ransomware situation, they are willing to pay up to receive a decrypt key & stop the pain.
Customers: if the threat actor can get their hands on the info of your clients, they have even more opportunities for ransom.

Basic Security Measures

In most attacks, weak passwords were permitted, or weren’t regularly forced to be changed, or were written on post-it notes on the computer. All because people were “irritated” at security measures. No one wants friction between tasks, or wants to verify a login with a text message code, but these are measures that were not dreamt up by a IT team, but are basic responses to ever-escalating attacks from threat actors who want to exploit basic societal norms of trust. Here are some basic cybersecurity measures all businesses need to take:

Keep clean machines: make sure your computers are using the latest security software, browsers, and operating systems and that they are consistently patched for software updates. Have a firewall in place for your Internet connection. Make regular backups of important business data & information & store them in physical and cloud locations. Train your team in cybersecurity principles & establish penalties for violations of company cybersecurity policies. These policies should include the use of unique passwords that should change every 90 days. Multi-factor authentication (MFA) is also a must. Finally, the “when, not if” plan involves having a cybersecurity action plan, which is a document outlining how a company responds to incidents.

10/23/2025

While we have facilitated sales to investment groups and private equity, we most often work with a small ownership group (1-3 people) selling to another similarly-sized group. As such, we have learned about qualities that matter in buyers that sellers should be on the lookout for.

START WITH FINANCES

1. Has Proof of Funds

Serious buyers don’t just talk a good financial game; they are able to back it up with bank statements, letters from financial institutions, or documentation of where their capital is. Serious buyers don’t get “offended” when asked for these things. They know it’s part of any real business transactions.

2. Proposes a Clear Deal Structure

There are as many ways to structure deals as there are buyers. Most of the time the SBA will be involved in the form of a loan. There may be an earnout. There may be some seller financing. The deals that are most likely to reach closing, are the uncomplicated ones.

3. Is Creditworthy

Some buyers may have completed a business transaction before, but that’s not something we as advisors expect. Instead, we are looking at the financial past & present.

MOVE ON TO OPERATIONS

4. Has Industry Experience

This is not crucial, & sometimes, we’ve even seen this be a hindrance, as a buyer can sometimes allow the “curse of knowledge” to prevent them from asking questions or be stubborn on an issue that requires a bit more flexibility and nuance. But, we often see that when someone has even a bit of industry experience that the transition goes that much smoother because of the shared knowledge foundation.

5. Has Leadership & Management Experience

Much more important than industry experience is leadership and management experience. Often, we are facilitating transactions from owner-operators to owner-operators, and that means dealing with vendors, employees, and customers. We’ve seen what can happen when someone has the money to buy a business but doesn’t have the leadership skills necessary, and it isn’t pretty.

6. Fits the Culture

When there are multiple offers on the table, we’ve often seen sellers make the decision to go with a particular buyer because “they get us.” Great sellers want to make the transaction seamless for all the stakeholders, and those who like and respect the existing culture will be great stewards and will earn the social capital to build on and mold that culture in the future.

7. Has a Realistic Transition Plan

If a business is solid, “don’t change a thing” is as good a plan as any. But often, the reason buyers buy a given business is because of opportunity. Maybe there’s a product or service that can be rolled out that, for whatever reason, never was. Maybe the social media presence is nonexistent, and even the slightest efforts there will yield great results. Maybe there are good opportunities to use technology and AI to make back-office operations smoother. The better and more realistic the transition plan, the better the buyer. The first 90 days matter the most.

Biz Broker Andy

04/02/2026

03/30/2026

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