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

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

06/12/2026

We are continuing to invest in the future of Apex Business Advisors, and one of the projects currently underway is updating our team photography and marketing materials.

Thank you to Brian Gayley Photography for helping us kick off the process with a fantastic experience and some outstanding new headshots.

As we continue building on the strong foundation established over the past 25+ years, we're excited to refresh how we present our team and our firm to the business owners, buyers, and advisors we serve.

Looking forward to getting the entire Apex team in front of Brian's camera soon!

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.

Biz Broker Andy

06/12/2026

04/02/2026

03/30/2026

03/12/2026

02/16/2026

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