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Silvertree, LLC

Contact information, map and directions, contact form, opening hours, services, ratings, photos, videos and announcements from Silvertree, LLC, Financial planner, 2715 Post Road, Suite A, Stevens Point, WI.

Investment advisory and financial planning services offered through Summit Financial, LLC, an SEC Registered Investment Advisor, doing business as Silvertree, LLC.

06/24/2026

Customer concentration is one of the most common value destroyers we see in manufacturing businesses.

If your top customer represents more than 25% of revenue, you carry concentration risk that buyers will discount. Heavily.

Buyers look at customer concentration and see existential risk. What happens if that major customer leaves? Reduces orders? Gets acquired by a competitor who uses a different supplier?

The manufacturing businesses that command premium multiples have diversified customer bases with long-term relationships spread across multiple accounts.

Building those secondary relationships takes time. A customer generating $50,000 annually today might grow into a $300,000 relationship over three years with proper cultivation and attention.

However, you need years to make that happen. You can't diversify customer concentration in six months of pre-sale preparation.

Manufacturing business owners who recognize concentration risk early and invest time in diversification protect their business value and create exit optionality.

If most of your revenue comes from one or two customers, you have a value problem. Unfortunately, it needs years to fix.

06/23/2026

A business worth $5 million today might sell for $6.5-7 million after three years of focused work. That additional $1.5-2 million doesn't come from market timing or getting lucky with buyers.

It comes from systematic work on the factors buyers reward. Reducing owner dependency. Diversifying customer concentration. Documenting operational systems. Strengthening financial performance. Building management depth.

The article breaks down the five-year timeline for maximum impact, the specific improvements that matter most to buyers, and why manufacturing business owners who start early achieve dramatically better outcomes.

If you're thinking about exiting your manufacturing business within the next decade, this is essential reading.

https://silvertreeplan.com/increase-manufacturing-business-worth-before-selling/

06/22/2026

We would like to welcome Adam Ranum to the team a Private Wealth Advisor.

Raised in Wisconsin Rapids in a blue-collar, trades-oriented family, Adam developed a deep appreciation for hard work, discipline, and personal responsibility at an early age. Those values continue to shape his approach today—grounded, authentic, and focused on doing what’s right for every client he serves.

Adam brings over a decade of experience in the financial services industry, including successfully building and managing his own advisory practice. During that time, he developed extensive expertise in retirement planning, investment management, and insurance strategies, helping clients navigate complex financial decisions with clarity and confidence.

He is passionate about simplifying the financial planning process and building lasting relationships rooted in trust, transparency, and personalized service.

Outside of work, Adam enjoys spending time with his wife, a local educator, and their three young boys. He is an avid outdoorsman who enjoys boating, fishing, hiking, and golf whenever he can.

06/21/2026

Happy Father's Day to all the dads out there.

To the fathers in manufacturing who are building businesses, running operations, and working hard to provide for their families, your work matters.

Hope you get some time today to enjoy it with the people who matter most.

Happy Father's Day from Silvertree.

06/19/2026

When buyers express interest in your manufacturing business, they ask three questions: How dependent is this on the owner? What does your customer base look like? Can we trust the financials?

Most manufacturing owners discover too late that their answers create problems. Operations require constant owner involvement. Revenue concentrates in too few accounts. Personal and business expenses blur together across years of records.

These issues cannot be fixed in six months of pre-sale preparation. They take years of systematic work.

A new article on the Silvertree blog lays out the exit planning timeline that manufacturing owners need: what matters five years before exit, what shifts at the two-year mark, and what becomes urgent in the final six months before closing.

Early stages focus on building operational independence and diversifying revenue. Middle stages shift to valuation, tax positioning, and choosing the right exit path. Final stages center on due diligence preparation and engaging the right transaction specialists.

Manufacturing business owners thinking about exit within the next five to ten years will find this timeline useful for prioritizing where to focus first.

Read it here: https://silvertreeplan.com/manufacturing-business-exit-planning/

06/17/2026

Manufacturing business owners who engage in formal value acceleration strategies three to five years before exit achieve sale prices significantly higher than owners who wait.

Research shows improvements of 20-40% are achievable through systematic value building.

That means a business worth $5 million today could sell for $6-7 million after three years of focused work on the right value drivers.

The difference is planning. Reducing owner dependency. Diversifying customer relationships. Documenting operational systems.
Strengthening financial performance. Building management depth.

These improvements don't happen in six months of pre-sale preparation. They take years of consistent ex*****on.

The manufacturing businesses that sell at premium multiples are the ones that started value acceleration long before buyers appeared. They didn't wait for health issues, market timing, or retirement pressure to force action.

If you're a manufacturing business owner thinking about exit in the next five to ten years, value acceleration should already be part of your strategy.

We help manufacturing business owners identify value gaps, build acceleration plans, and execute over multi-year timelines.

If you want to know what your business could be worth with proper preparation, let's talk.

https://silvertreeplan.com/contact/

06/11/2026

Owner dependency destroys manufacturing business value faster than almost any other factor.

If your business cannot operate effectively without your daily involvement, buyers see risk. They know that owner departure will disrupt operations, potentially losing customers and key employees.

The businesses that command premium valuations are the ones where the owner can take a two-week vacation without fielding crisis calls. Where management teams make decisions independently. Where documented processes guide operations instead of tribal knowledge.

Reducing owner dependency takes years, not months.

You need to document critical processes that exist only in your head. Train management team members to handle decisions you currently make. Implement systems that track performance without your involvement. Build customer relationships beyond yourself.

Manufacturing businesses often have decades of accumulated expertise about equipment quirks, customer preferences, and supplier relationships that never makes it into formal documentation.

That undocumented knowledge represents risk to buyers and reduces price.

If you're planning to exit your manufacturing business within the next five years, start reducing owner dependency now. Not later. Now.

06/08/2026

We published an article for manufacturing executives who need wealth planning that actually matches their operational sophistication.

Your personal wealth planning probably doesn't reflect that same level of sophistication.

The article walks through why manufacturing executive wealth planning differs from standard approaches: coordinating executive compensation with tax strategy, integrating business equity stakes with personal investments, planning retirement with multiple income sources, and building estate strategies that align with business succession.

Most manufacturing executives work with disconnected advisors. This explains what coordinated wealth management actually looks like and why it matters at executive compensation levels.

If you're a manufacturing executive with substantial income, equity stakes, or ownership positions, this is worth reading.

https://silvertreeplan.com/from-floor-shop-to-boardroom/

06/05/2026

We've reviewed hundreds of manufacturing businesses over the years, and the same value destroyers show up repeatedly.

Owner dependency where the business can't function without daily involvement. Customer concentration where one or two accounts represent most revenue. Undocumented processes where knowledge exists only in people's heads. Volatile financial performance that looks inconsistent under scrutiny.

Buyers discount heavily for these issues. A business that could sell for $8 million with proper preparation might only command $6 million when these problems remain.

The difference is time. You need years, not months, to fix these value detractors.

Reducing owner dependency takes time. You have to document what's in your head, train your management team, and build systems that work without you. Building secondary customer relationships takes time. Customers don't go from $50,000 to $300,000 in annual business overnight.

Manufacturing business owners who understand this and start early get premium multiples. Owners who wait until buyers appear leave millions on the table.

If you're thinking about exiting your manufacturing business in the next five to ten years, we should talk about what your business is worth now and what it could be worth with focused preparation.

https://silvertreeplan.com/contact/

06/03/2026

I see this pattern constantly. Manufacturing business owners who start value acceleration three to five years before exit achieve dramatically better outcomes than owners who wait.

The difference? Time. Time to reduce owner dependency, diversify customer relationships, document processes, strengthen financial performance, and build management depth.

You can't add millions in business value during six months of pre-sale prep. However, you can add it over years of systematic value building.

If you're planning to exit your manufacturing business within the next decade, value acceleration should already be part of your strategy.

Not someday. Now.

Address

2715 Post Road, Suite A
Stevens Point, WI
54481

Opening Hours

Monday	8:30am - 4:30pm
Tuesday	8:30am - 4:30pm
Wednesday	8:30am - 4:30pm
Thursday	8:30am - 4:30pm
Friday	8:30am - 12pm

Website

http://www.silvertreeplan.com/

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