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Life Health > Running Your Business > Prospecting

Blue-Collar Business Owners Make Great Prospects

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What You Need to Know

  • Owners of roofing and masonry firms are aging with everyone else.
  • Their children may not be ready to inherit and run the businesses.
  • The supply of apprentices is weak.

Is there a financial professional in your area focused on helping blue-collar business owners protect and plan for their greatest asset?

If not, maybe you could be that financial professional.

The ongoing wealth transition in the small business community was recently reported before Congress to be $1.4 trillion annually. That equates to $160 million every hour of every day, and this transition will last for 10 years.

When the topic of exit or succession planning is discussed, people tend to visualize corporate organizations and high-net-worth executives and professionals.

However, there’s another segment that contributes a substantial amount to this once-in-a-lifetime wealth transition: blue-collar business owners.

The usual suspects, in no particular order, are plumbers, electricians, carpenters, roofers, stone masons, builders, hardscape/landscapers, car mechanics, pest control technicians, and a few others.

How much wealth is tied up in these enterprises, and how many (also) need to address family-ownership hurdles?

My guess: a lot.

Many of the blue collar business owners are quietly successful. Too busy. Too focused to talk about their wealth or their challenges.

Maybe, too tired. These tradesmen are in high demand.

One family-owned appliance repair company in South Jersey told me, “On average, we get 210 calls every day. A major manufacturer just asked us to expand to another city.”

These owners obviously need help with life insurance, health insurance, long-term care insurance and retirement planning, and with getting disability insurance in a market in which insurers may see blue collar business owners differently than they see business owners who stay in the office.

The Next Generation

Blue collar business owners may also need extra help with human resources-related issues.

There are plenty of trucks with XYZ & Sons painted on the doors.

What’s job one? Staff.

How many sons, daughters, etc., are really in the mix? Motivated? Qualified? Intimate with the succession plan?

A seasoned blue-collar population is aging in lockstep with the rest of the country. Even if the business owners are fortunate enough to retain their health, there will still be real limitations when age and physical exertion collide. These issues are not elastic.

The owners’ adult children face problems of their own. Even if they’re handy and they picked up some skills from the old man, some repairs may be outside their repertoire.

If the adult children take over and want to hire outsiders to help with some tasks: Good luck finding a dependable, skilled individual who will return their call and isn’t booked for the next three months.

We urgently need qualified, enthusiastic apprentices. But there are few motivated candidates with a healthy dose of commitment, prepared to learn a trade. The supply cannot meet the insatiable demand.

Could your kid learn to replace a toilet?

“My Johnny is attending the University of Blah, Blah, Blah…”

Your son or daughter (future internet tycoon or otherwise) will always need a toilet — that flushes.

Our Situation

On this topic, how many exit planning professionals have their own formalized succession or exit plan?

How many have a dedicated process inexperienced (future) advisors can follow to engage with business owners?

How do they attract and retain employees, identify rising stars, and ensure a successful transition for themselves?

There’s a lot more than money at risk. Small business is the engine that drives the U.S. economy, and it appears we’re collectively low on gas.


Michael J. MainardiMichael J. Mainardi is managing partner of Selling Technologies in Radnor, Pennsylvania.

Credit: Andrey Popov/Shutterstock


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