By: Dr. Connor Robertson

In the world of small business acquisitions, there’s one tool that consistently unlocks better terms, protects downside, and keeps deals moving forward: seller financing. While many buyers chase bank loans or try to raise outside capital, Dr. Connor Robertson quietly uses seller notes as a powerful lever both for lowering risk and aligning incentives. But not all seller financing is created equal. What makes Dr. Robertson’s structures stand out is their strategic design, intentionally created to create a true win-win between buyer and seller. And unlike many creative finance approaches that rely on loopholes or handshake deals, his models are formal, secure, and ready for real-world execution.

Why Seller Financing Matters

Seller financing simply means the seller becomes the lender for a portion of the deal.

Instead of walking away with 100% of the purchase price in cash, they receive:

• A down payment at closing
• And a promissory note for the rest, paid over time, usually with interest

Dr. Connor Robertson uses this structure to:

• Reduce how much of cash a buyer needs upfront
• Create breathing room in the early months of ownership
• Incentivize the seller to support a clean, cooperative transition
• Reduce reliance on slow or inflexible banks

But beyond mechanics, the psychology matters: a seller who holds a note stays emotionally and professionally engaged. And that engagement often makes the difference between post-close success and failure.

The Core Deal Structure

Here’s a simplified version of what a typical Dr. Connor Robertson seller-financed deal looks like:

Purchase Price: $1,000,000

Down Payment: $100,000

SBA Loan: $600,000

Seller Note: $300,000

But what makes this structure powerful is what comes next. Dr. Robertson doesn’t just accept seller notes blindly; he builds them to protect the buyer and reward the seller only if the business performs.

Here’s how:

1. Performance-Contingent Payments

Dr. Robertson often ties seller note payments to revenue or profit milestones. That means if the business underperforms post-close, the payments pause or adjust automatically.

This protects buyers from overpaying for a business that declines, and it encourages sellers to represent the business accurately during due diligence.

Example:

Seller receives $5,000/month only if the monthly gross revenue stays above $100K.

If revenue drops below that floor, payments are reduced or deferred.

This isn’t punitive. It’s fair. And most sellers agree, especially if they believe in the health of their business.

2. Balloon Structures with Flexibility

Rather than fully amortizing the seller note over 5–10 years, Dr. Robertson often structures interest-only payments with a balloon.

This does three things:

• Keeps early cash flow strong
• Gives time for operational improvements
• Sets up a refinancing or exit strategy to pay off the note later

Typical terms:

• 5%–7% interest
• Monthly interest-only payments
• Full balance due in 36–60 months

This structure gives the buyer flexibility without forcing an early capital event.

3. Built-in Offset Clauses

If post-close financials reveal hidden issues, such as unpaid taxes, undisclosed liabilities, or missing customers, Dr. Robertson includes offset rights in the purchase agreement. That means any financial harm caused by seller omissions can be deducted from the outstanding balance of the seller’s note. It’s not aggressive. It’s smart. And it creates immediate accountability.

4. No-Payment Periods or Escrow-Linked Payments

In some instances, especially during complicated transitions, Dr. Robertson negotiates:

A 90-day grace period before seller note payments begin

OR

Initial seller note payments held in escrow, released only if conditions are met (like training support or customer retention)

This provides breathing room and ensures the seller’s cooperation during the most delicate period: the handoff.

5. Security, but Not Control

Dr. Connor Robertson always strikes a balance: protect the seller without giving them control.

That means:

• The business may secure seller notes, but not personally ensured by the buyer
• No voting rights, no operational input, no way to interfere
• If the buyer defaults, remedies are financial, not managerial
• This distinction matters. It gives sellers confidence, but keeps buyers in the driver’s seat.

Why Sellers Like This. At first glance, many assume sellers hate seller financing.

But in Dr.Robertson’s experience, they’re often open to it, especially when the pitch is framed correctly.

Here’s how he presents it:

• “You’ll earn interest above market rate.”
• “You’ll reduce capital gains taxes by spreading payments over time.”
• “You’ll stay involved without being responsible”
• “You’ll get peace of mind knowing the business won’t fall apart after you leave.”
• “You’ll help the buyer succeed, which protects your employees and customers.”

In most small business sales, trust is the currency. A seller who wants to see their legacy preserved will often agree to seller financing if the terms are respectful and documented.

The End Goal: A Clean Exit for Everyone

Dr. Connor Robertson doesn’t use seller financing to squeeze owners or delay payments indefinitely. His deals are built to close and built to finish strong.

He coaches buyers on:

• Refinancing the seller note after 12–24 months
• Using improved cash flow to pay off early
• Or negotiating an early buyout discount if things go well

The result is a structure that helps the buyer thrive and lets the seller walk away with pride and profit.

Final Thoughts

Seller financing isn’t a trick. It’s a tool. And in the hands of someone like Dr. Connor Robertson, it becomes a lever for trust, protection, and sustainable deals. In a landscape full of cash buyers, overpriced listings, and broken transitions, this kind of structure stands out. It’s why his deals don’t just close, they work.

To learn more about how Dr. Connor Robertson structures seller-financed acquisitions that align interests and reduce risk, visit www.drconnorrobertson.com.

Disclaimer: The information provided in this article is for educational purposes only and should not be considered as legal, financial, or investment advice. Dr. Connor Robertson’s strategies and methods are based on his personal experience and expertise, and individual results may vary. While every effort has been made to ensure the accuracy and reliability of the content, the author and publisher do not guarantee the success or profitability of any business acquisition. Readers are encouraged to consult with qualified professionals before making any financial or business decisions.