Perhaps you’re reinvigorated about your business after attending recent events hosted by the National Independent Automobile Dealers Association, your 20 Group or other organizations and service providers.

Or maybe you’re thinking you should sell and get out of the car business before Fourth of July fireworks pop.

Before making a hasty decision, an expert in mergers and acquisitions outside of automotive proposed three questions operators can consider.

Mark Herbick is the founder and CEO of Pursant, a middle-market advisory firm specializing in M&A, private capital market financing, transaction advisory services, financial leadership support and business value enhancement consulting.

Before founding Pursant, Herbick was a serial entrepreneur, having started, acquired, sold and operated more than a dozen companies since he was a teenager — at local, regional and national levels — growing them through acquisitions, strategic divestitures and managed organic growth.

“A lot of people think that because of the things going on right now — war, oil prices, tariffs — it’s a bad time to sell,” Herbick said in a news release. “But it’s not necessarily those things in and of themselves that make it a bad time. Determining the right time is more complex than that.”

Rather than focusing on headlines and social media rants, Herbick advises owners to evaluate three specific factors before deciding to sell.

“The perfect time to sell is when three things line up,” he explained. “The market is in good shape, your business is in good shape, and you personally are ready to exit. When all three are in place, that’s the ideal moment. When they’re not, the deciding factor usually comes down to readiness — yours.”

There is one exception to the alignment rule, according to Herbick: “If you’re miserable in your business, you should sell. Personal misery trumps everything else.”

For owners weighing whether the moment is right, Herbick recommends asking three diagnostic questions:

  1. Is your business in a state of decline, stability or growth? “Growth is the perfect situation for selling. Stable is less than perfect. Decline is not great.”
  2. Is the broader market buyer-favorable or seller-favorable? “Am I selling my business in its current condition into an environment that is buyer- or seller-favorable or neutral?”
  3. How do you feel about running the business? “When I wake up in the morning, am I energized to run my business? When I come home at night, am I excited to get away from it — or eager to think about the day and celebrate the victories?”

Herbick said the third question is often the most overlooked and the most important.

“Owners obsess over valuation and deal terms, but they underestimate the personal side of the equation,” he said. “Many are blindsided by the loss of purpose and identity that follows an exit. That’s why preparing yourself is just as critical as preparing your business. The grass may seem greener on the other side of the fence, but it’s just as tough to mow.”