Americans love small businesses. We dedicate a week each year to applauding them, and spend Small Business Saturday shopping locally. Yet hiding in plain sight is an enormous challenge facing small-business owners as they age: retiring with dignity and foresight. The current economic climate is making this even more difficult.
As a professor who studies aging and business, I’ve long viewed small-business owners’ retirement challenges as a looming crisis. The issue is now front and center for millions of entrepreneurs approaching retirement. Small enterprises make up more than half of all privately held U.S. companies, and for many of their owners, the business is their retirement plan.
But while owners often hope to finance their golden years by selling their companies, only 20% of small businesses are ready for sale even in good times, according to the Exit Planning Institute. And right now, conditions are far from ideal. An economic stew of inflation, supply chain instability, and high borrowing costs means that interest from potential buyers is cooling.
For many business owners, retirement isn’t a distant concern. In the U.S., baby boomers—who are currently 61 to 79 years old—own about 2.3 million businesses. Altogether, they generate about $5 billion in revenue and employ almost 25 million people. These entrepreneurs have spent decades building businesses that often are deeply rooted in their communities. They don’t have time to ride out economic chaos, and their optimism is at a 50-year low.
New policies, new challenges
You can’t blame them for being gloomy. Recent policy shifts have only made life harder for business owners nearing retirement. Trade instability, whipsawing tariff announcements and disrupted supply chains have eroded already thin margins. Some businesses—generally larger ones with more negotiating power—are absorbing extra costs rather than passing them on to shoppers. Others have no choice but to raise prices, to customers’ dismay. Inflation has further squeezed profits.
At the same time, with a few notable exceptions, buyers and capital have grown scarce. Acquirers and liquidity have dried up across many sectors. The secondary market, a barometer of broader investor appetite, now sees more sellers than buyers. These are textbook symptoms of a “flight to safety,” a market shift that drags out sale timelines and depresses valuations—all while Main Street business owners age out. These entrepreneurs typically have one shot at retirement, if any.
Adding to these woes, many small businesses are part of what economists call regional “clusters,” providing services to nearby universities, hospitals, and local governments. When those anchor institutions face budget cuts—as is happening now—small-business vendors are often the first to feel the impact.
Research shows that many aging owners actually double down in weak economic times, sinking increasing amounts of time and money in a psychological pattern known as “escalating commitment.” The result is a troubling phenomenon scholars refer to as “benign entrapment.” Aging entrepreneurs can remain attached to their businesses not because they want to, but because they see no viable exit.
This growing crisis isn’t about bad personal planning; it’s a systemic failure.
Rewriting the playbook on small-business policy
A key mistake that policymakers make is to lump all small-business owners together into one group. That causes them to overlook important differences. After all, a 68-year-old carpenter trying to retire doesn’t have much in common with a 28-year-old tech founder pitching a startup. Policymakers may cheer for high-growth “unicorns,” but they often overlook the “cows and horses” that keep local economies running.
Even among older business owners, circumstances vary based on local conditions. Two retiring carpenters in different towns may face vastly different prospects based on the strength of their local economies. No business, and no business owner, exists in a vacuum.
Relatedly, when small businesses fail to transition, it can have consequences for the local economy. Without a buyer, many enterprises will simply shut down. And while closures can be long-planned and thoughtful, when a business closes suddenly, it’s not just the owner who loses. Employees are left scrambling for work. Suppliers lose contracts. Communities lose essential services.
Four ways to help aging entrepreneurs
That’s why I think policymakers should reimagine how they support small businesses, especially owners nearing the end of their careers.
First, small-business policy should be tailored to age. A retirement-ready business shouldn’t be judged solely by its growth potential. Rather, policies should recognize stability and community value as markers of success. The U.S. Small Business Administration and regional agencies can provide resources specifically for retirement planning that starts early in a business’s life, to include how to increase the value of the business and a plan to attract acquirers in later stages.
Second, exit infrastructure should be built into local entrepreneurial ecosystems. Entrepreneurial ecosystems are built to support business entry (think incubators and accelerators) but not for exit. In other words, just like there are accelerators for launching businesses, there should be programs to support winding them down. These could include confidential peer forums, retirement-readiness clinics, succession matchmaking platforms, and flexible financing options for acquisition.
Third, chaos isn’t good for anybody. Fluctuations in capital gains taxes, estate tax thresholds, and tariffs make planning difficult and reduce business value in the eyes of potential buyers. Stability encourages confidence on both sides of a transaction.
And finally, policymakers should include ripple-effect analysis in budget decisions. When universities, hospitals or governments cut spending, small-business vendors often absorb much of the shock. Policymakers should account for these downstream impacts when shaping local and federal budgets.
If we want to truly support small businesses and their owners, it’s important to honor the lifetime arc of entrepreneurship—not just the launch and growth, but the retirement, too.
Nancy Forster-Holt is a clinical associate professor of innovation and entrepreneurship at the University of Rhode Island.
This article is republished from The Conversation under a Creative Commons license. Read the original article.
