What We Learned from Natalie Lorenz at RESACON®
At RESACON®, attendees packed the room to hear Natalie Lorenz break down something most stagers think about but rarely discuss out loud: how to prepare, value, negotiate, and actually close the sale of a staging business. Natalie didn’t give theory, she walked stagers through the nuts and bolts from selling her own company, including what she’d do again and what she’d do differently.
Below is a practical recap of her biggest lessons, so you can strengthen your business today whether you plan to sell next year or simply want a more resilient, valuable company.
The Backstory: Why Sell, Why Now
Life happened. After relocating to Florida while her company was still operating in Washington, the long-distance strain and family priorities made the decision clear. As Natalie put it, “I got to the stage where… I can’t do this anymore.” The message for stagers: your exit doesn’t need to be an emergency—it can be a plan.
What Buyers Actually Buy (and Why Asset Sales Are Common)
Most staging firms change hands via an asset sale. That means the buyer is purchasing your furniture/inventory, equipment, website, client list, and goodwill—not your LLC itself. The business structure (and old liabilities) typically stay with the seller. Translation: your systems and assets need to be documented, transferable, and ready to run on day one.
“Financial transparency and clean books. This is super, super, super important.”
How Buyers Value a Staging Business (EBITDA, Multiples & Add-Backs)
Natalie walked through valuation in plain English: buyers look at profit that will transfer to them—typically EBITDA (or SDE for smaller firms) plus legitimate add-backs (owner pay, one-time expenses, etc.). Clean, reconciled financials are non-negotiable.
“Interior design businesses… sell between 2.5 and 3× EBITDA.”
For well-run staging businesses, that “ballpark” often applies—if the business isn’t dependent on the owner.
Action items:
- Separate personal and business spend.
- Keep 2–3 years of clean financials.
- Reduce owner-dependency by building team capacity and documented processes.
Make Your Business “Sellable” Long Before You List
Natalie’s punch list for a transferable company:
- SOPs & Operating Manual
Capture how you do the work—intake to install to pickup—so the machine runs without you. - CRM & Client List
Maintain a clean, exportable database of clients and prospects. - Full Asset List (Beyond Inventory)
Not just sofas and art—everything that makes the business run: racks, computers, tools, vehicles. Track counts, serial numbers, and current value. - Org Chart & Job Descriptions
Show who does what. Buyers want a turnkey team. - Tidy Balance Sheet
Collect receivables, cancel unused software, and standardize SKUs. Upgrading worn pieces pays off at diligence.
“We started creating our asset list about a year prior… it’s just good business to keep it up to date.”
The Deal Mechanics No One Tells You
Even “simple” deals require stamina. Natalie’s candid notes:
- Timeline Reality
“Never let it run longer than two to three months.” Her deal ultimately took ~7 months due to lender delays—use that as a caution to manage pace and push for clarity. - SBA = Extra Paperwork
“I didn’t realize how much back and forth there was going to be…” If your buyer uses an SBA loan, expect more documentation and participation. - Closing Binder = Heavy
“The final documents were 270 pages.”
From the APA (Asset Purchase Agreement) to assignments of lease, tax forms, bills of sale, and exhibits (like your asset list), be prepared.
Non-Compete: What’s Typical vs. What She Signed
Expect some restriction on time, geography, and services. Natalie’s was five years and 500 miles from Washington—longer than the “common” ~3 years/100 miles—but workable because she had already moved.
Build the Right Deal Team (and Vet Them)
Natalie’s must-haves: a strong CPA, a business attorney, and a broker—and she stressed the importance of vetting each.
- CPA: Guides valuation, add-backs, and tax implications (including how purchase price is allocated across FF&E, goodwill, and covenants).
- Attorney: You need someone who negotiates business sales all the time.
- Broker: Useful—but research fees and fit. Natalie wished she had vetted her broker more thoroughly.
Takeaways You Can Use This Quarter
- Operate like you’ll sell in 18–24 months—even if you won’t. It creates a healthier, more profitable company now.
- Document everything (SOPs, asset list, org chart).
- Clean up financials and separate owner perks.
- Standardize inventory and upgrade tired pieces.
- Push momentum during diligence; don’t let timelines drift.
Watch the Encore Session On-Demand
Couldn’t make it live? You can still access Natalie’s full Encore RESACON® session on demand. It’s a deep dive with examples and checklists you can use immediately in your business.
Purchase the online recording here for $79 (Unless you are a RESA® member, than you can save $20)
If you’re a stager building something worth buying one day, this session is a a great session for understanding the importance of owning your numbers, professionalizing your operation, and exiting on your terms. And if selling isn’t on your radar? These same systems make your business stronger right now.
Questions about the session or need help finding the replay? Drop a comment or reach out to RESA® at 888-201-8687, we’re here year-round to support the staging community.
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- How to Prepare Your Staging Business for Sale – Insights From Someone Who Has Been There - August 22, 2025
