This tool helps you identify priorities that can shape your business success.

Instructions

Review the list of 10 business priorities below.
Each represents an area that can influence your company’s growth, stability, and legacy.
Tap the business priorities you care about most.
Which ones feel most relevant or important for your business right now? You must place at least one priority tile.
Sort them into “Have To” or “Want To."
Select your business priorities and place each in the box where it belongs.
Submit to have your responses emailed to you.
You’ll get your responses to save and reflect on for later discussion with Larry and Mike.

Mobile Instructions

For the best experience, we recommend using a desktop or tablet. If completing the GameBoard on mobile, please rotate your device to landscape.

Business Priorities

Consistently grow transferable business value

Systematically move owner equity to my personal balance sheet

Protect business continuity from outside disrupters

Share written plans and signed documents with family and advisors

Align legal titling of assets and beneficiary designations with my intentions

Quantify resources needed for tax-efficient lifetime income

Clearly anticipate post-sale tax status changes

Align key contributors to my business vision, mission, and strategy

Evaluate key contributors' impact on predictable cash flows and profits

Intentionally design the legacy my business leaves for my family and community

{number} Selected

Have to Now

Have to Later

Want to Now

Want to Later

Undo Last

Clear All

Start the Conversation

Larry A. Dietz CLU®,ChFC®
Retirement Income Certified Professional®,Conferred by The American College

Mikaela Geller, RPF
First Impressions Manager

Mike Sur, AExP,
Conferred by Business Enterprise Institute

Let's discuss your business priorities.

Thank you for completing the first step.

Your responses have been recorded. You’re now being guided to the next phase of the GameBoard experience, where we’ll explore your priorities in greater depth.

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