Axel Jean-Francois

Why lenders only pay for profits they can trust—and how every funeral-home leader, from CEO to apprentice, can keep theirs real A COVID-Era Deal That Didn’t Survive Diligence In 2021, “Cascade Memorial” (Pacific Northwest) signed an LOI a bit over $4M. Lenders’ Quality-of-Earnings (QoE) review knocked nearly 20% for overstated preneed revenue and one-off COVID relief credits. The sellers walked; two years later the home sold closer to $3M. That gap wasn’t a market glitch—it was profits a lender didn’t trust. Why this matters (to everyone) • Public-company CFOs: figures must stand up to board and banker scrutiny. • Independent owners: no surprise haircuts at closing. • New apprentices: numbers tell your story—learn the clean version first. With near-9% rates and shifting service mix, lenders ask not just “How much did you make?” but “How confident are we you’ll make […]

Selling a funeral home isn’t like selling a used sedan. You’re passing on a community landmark—a place where neighbors mourned parents. Every extra week a sale drags feels like someone’s poking that legacy with a stick. Recently, our Foresight team—analysts, directors, and spreadsheet warriors—gathered to talk about deals that just won’t close. We tossed a QR code on the screen and asked: “Give us one word for deals that refuse to close.” The word cloud exploded: FRUSTRATED, EXHAUSTED, ANXIOUS, ANNOYED. Not a single “thrilled.” That’s deal fatigue. Let it fester, and it’ll torch value faster than a broken retort. Here’s your survival playbook: how to spot deal fatigue, why it happens, and how to keep your sale—and your sanity—on track. What Deal Fatigue Looks Like Deal fatigue is the slow-burn stress that creeps in when: Deadlines keep sliding. “Just another […]

(Names and identifying details have been changed to protect privacy. But trust me—these challenges and triumphs are all too real in the funeral profession.) “Fire them, or pack your things.” That was the ultimatum John Smith heard on an otherwise ordinary morning. The funeral home owner—John’s longtime boss—wanted an employee gone for purely personal reasons, a vendetta completely unrelated to job performance. John knew in his gut: that’s not how you run a successful business, and it’s definitely not how you treat loyal staff. Within minutes, he grabbed his stuff, said goodbye to a place he’d poured years of effort into, and walked out. Enough was enough. In that moment, John realized: If I can’t stand by while someone’s wrongfully fired—maybe it’s time I run my own funeral home the right way. But let’s be real—big decisions aren’t always glamorous. […]