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Headline after headline—AI this and AI that. Hell, I woke up to my Twitter feed to see the founder of Twitter slashing headcount. Shocked? No. There’s blood in the water, and like Chief Brody sitting on the back of the Orca chumming the sharks, the hacks we call journalists keep throwing more blood in the water.

I look at things a bit differently and am super excited. I’m excited because I am imagining what our world could be. And there is the challenge.

AI Usage Across the Global Population — Adoption remains narrow at the highest-impact tiers

This image lays out AI usage across the global population. The vast majority of people do not even use the tools. About 1.3 billion are using free versions—and by the way, the free stuff is not really all that impressive, and if you think it is, well… check yourself.

There are about 15 to 25 million using some paid version of AI. And then at the far end: only 2 to 5 million people are using coded scaffolding formats of AI to actually improve their business.

There is not a broker I know who is not using AI for marketing—cool pics, videos. Cute, right. And I am sure there is some modicum of benefit. The reality is, though, unless you rethink the entire architecture of the business, you will not get the true benefit. And that, my friend, requires investment into real infrastructure and process flows.

Most brokerage operations are still organized around a familiar unit of work: the engagement. A business owner signs a representation agreement, the broker builds a CIM, markets the listing, and manages a sequential process—NDA, financials, LOI, due diligence, close. This model made sense when information was slow and coordination required human gatekeeping at every stage.

AI doesn’t fundamentally change that model if you just use it to draft faster or screen buyers more quickly. The brokers capturing disproportionate value today are rethinking the unit of work itself—breaking the deal process into smaller, independently manageable components that can run in parallel, generate feedback early, and adapt in real time.

Think of it this way: the traditional brokerage runs on sequential handoffs. The AI-powered brokerage runs on continuous coordination.

Consider how buyer matching currently works at most firms. A new listing goes live, the broker reaches out to a list of known buyers, waits for responses, and qualifies from there. It’s a process organized around the listing as a fixed object—something you prepare, present, and defend.

A restructured approach treats deal components as live, dynamic elements. Instead of a static CIM, imagine continuously updated deal profiles where financial metrics, seller context, and market comps are refreshed as new data comes in. Instead of one-time outreach to a buyer list, AI monitors buyer behavior—what they’re searching, what questions they’re asking, what deals they’ve passed on and why—and surfaces opportunities in real time.

The unit of work shifts from “the listing” to “the signal.” Every buyer interaction, every passed deal, every unsolicited inquiry becomes a data point that informs sourcing, pricing, and positioning on the next deal. This is not theoretical—it’s the same structural shift that separated Shein from traditional fashion retailers, who kept organizing around seasonal collections while Shein reorganized around continuous market signals.

Two Dimensions That Move Together

When brokerages try to modernize, they typically change one thing at a time. They adopt a new CRM but keep the same deal stages. They automate outreach but maintain the same qualification process. They use AI to draft documents but still route every decision through the same senior broker.

The firms creating durable competitive advantage are moving along two dimensions simultaneously:

When both shift together, the brokerage doesn’t just work faster—it learns faster. Every deal generates structured feedback that shapes how the next one is priced, positioned, and closed.

What This Looks Like in Practice

Here’s a concrete example. A traditional sell-side process might look like this: the broker gathers financials, builds a CIM over two to three weeks, launches marketing, runs NDAs and introductory calls over several weeks, then begins a qualification funnel. Information flows forward, rarely backward.

A restructured process treats the same work differently. The moment a seller engages, an AI-assisted data room begins structuring financial information and flagging likely buyer objections based on deal patterns. Buyer outreach runs in parallel with CIM development—not after it—using AI-generated teasers that adjust based on buyer profile. Feedback from early buyer conversations is captured and fed back into the positioning, so by the time the full CIM is circulating, it’s already been stress-tested against the market.

The result isn’t just a faster timeline. It’s a fundamentally better process—one that surfaces problems earlier, allocates broker attention to higher-value decisions, and builds institutional knowledge that compounds over time.

The Resistance You’ll Face—and What It Really Means

Every experienced broker reading this probably has a version of the same objection: “Deals are relationship businesses. You can’t systematize trust.” That’s true. But it misidentifies where the bottleneck is.

The relationships in a deal—the trust between buyer and seller, the broker’s credibility with both sides, the feel for whether a deal will actually close—those don’t get systematized. What does get systematized is everything that isn’t that: information gathering, document preparation, buyer screening, diligence coordination, communication sequencing.

When AI handles those layers, brokers get more time for the parts of the job that actually require them. The broker who spends three weeks building a CIM manually has less time to build relationships than the broker whose AI-assisted process surfaces the right buyers in the first week.

When firms resist this shift, it’s rarely because the logic is wrong. It’s because changing the unit of work redistributes influence inside the organization. Senior brokers who’ve built their authority around managing the sequential process—controlling when information moves, who sees what, when decisions get made—stand to lose that control when coordination becomes continuous and transparent. Leaders should recognize this resistance for what it is: not cultural inertia, but structural self-preservation.

The Question Every Brokerage Principal Should Ask

The right question isn’t “Are we using AI?” Most firms are. The right question is: “Does the way we organize deals still make sense given what AI now makes possible?”

If your deal process still moves through the same sequential stages it did five years ago—just with some faster document drafting—you’re not gaining structural advantage. You’re renting efficiency while your competitors build architecture.

The bottlenecks that define your firm’s ceiling aren’t the tools you’re using. They’re the units of work you’ve accepted as fixed: the CIM as the marketing gateway, the LOI as the coordination trigger, the closing as the feedback moment. Each of those can be broken down, distributed, and accelerated—if you’re willing to rethink how the work itself is organized.

June is a good time to step back and look at where we are.

We just wrapped up our District awards across the state. The full list of winners will be posted in the next week or so, and I encourage you to take a minute to recognize the members in your District who earned it. These events are a reminder of what BBF really is. We are not just a listing platform. We are an established statewide community of professionals who compete… then cooperate and help each other close deals for our clients.

It’s been great to see District education events packed. Southwest Florida just hosted an attorney to walk through the new Stock Purchase Agreement and South Florida hosted a CPA to de-mystify Quality of Earnings reports and net working capital. Both generated strong fantastic feedback. That is the kind of practical, real-world content that helps brokers in actual transactions. If you’re not coming to the luncheons, you should be!

Volunteer committees are active and humming along. Engagement is high! Membership and affiliate interest remains strong, and our standards for new offices remain where they should be. Growth matters, but not at the expense of quality. New offices need to contribute something to our organization, not just the other way around.

A few specific updates worth mentioning:

IMPORTANT: Our conference registration opens June 15. Watch for the email and register early. The August conference in West Palm Beach is the best chance all year to sharpen skills, meet members from other districts, build co-broker relationships, and have some fun while we do it.

Thank you to our district leaders, committee members, affiliates, volunteers, and every member putting in the work. It shows.

Let’s keep it going.

Spring always brings out the country girl in me. It’s a season of renewal — a reminder that the best harvests come from good seeds, steady care, and a little faith.

And I’ll be honest… I’m the type who wants results yesterday! But just like on the farm, business brokerages won’t work with impatience. Growth takes time.

What I can control is how I suit up and show up every day — how I market, how I continue to learn from industry education, how I nurture relationships, how I keep planting seeds even when the ground looks quiet.

When I plant enough seeds — quality listings, education, consistent outreach, thoughtful follow-up — a certain percentage always grows. Deals close. Opportunities bloom. Momentum returns. It always does, no exception to this rule!

So, this April, I’m leaning into the season.
Planting. Tending. Trusting.
And helping business owners do the same.

The Artistry of growing business brokerage practice is often overlooked. Human relationships and valuing a business are both an art and a science. I have learned the hard way; I must continue to grow in these two areas especially.

This business blends entrepreneurship, finance, negotiation, and human connection. And while the industry can feel complex, the truth is that great business brokers succeed by mastering the fundamentals and repeating them with discipline.

I have found the words “Pay Attention” very helpful. Pay attention to everything.

At its core, a business broker helps business owners prepare, value, market, and ultimately sell their company — while also helping buyers evaluate opportunities and secure financing.

A growing broker is part analyst, part advisor, part negotiator, and part project manager.

To prosper and grow, I go back to the basics

KEEP UP THE EDUCATION

KEEP UP THE NETWORKING

A SPECIALITY? MAYBE!

I was a well-known pet shop owner with multiple locations before I was a business broker. I capitalized on it, and to this day I receive referrals from that specialty. Here are some great specialties to grow on.

A niche means faster valuations, better buyer lists, and stronger referral.

Here’s the part of many new and seasoned brokers (me included!) underestimate: success is built on consistent daily actions, not random big wins.

My business model has always been “If you don’t grow, you go”. Is it easy? No, but we must keep growing as individuals, and as an industry, to get better and be better.

I hope this article is helpful to you, and that you plant and grow all season long!

Foreign Buyers Are Still in the Market, But the Rules of the Game Have Changed

If you’re a business broker working with international buyers, you’ve probably noticed something: the demand is still there, but the deals are getting more complex.

Recent immigration changes in 2025 and 2026 haven’t eliminated opportunities for foreign investors. Instead, they’ve raised the bar. And for brokers, that means your role is now more critical than ever in getting deals across the finish line.

Why This Matters for Business Brokers

Foreign nationals continue to look at U.S. businesses as a pathway to secure visas like the E-2 (Treaty Investor) and L-1 (Intracompany Transferee). But today’s immigration environment is far less forgiving. Deals that might have worked a few years ago are now getting flagged, delayed, or even denied.

Translation: Not every business listing will qualify and not every deal structure will work. Brokers who understand this shift will stand out. Those who don’t risk losing deals late in the process.

What’s Changed and How It Affects Your Deals

1. Greater Emphasis on Real Operating Businesses

Immigration officers are taking a much closer look at whether a business is truly active and viable. Buyers can’t just purchase a business “on paper” anymore. They need:

👉 For brokers: Listings that show strong operations and scalability are now significantly more attractive to foreign buyers.

2. More Detailed Business Documentation

Visa applications now require extensive proof of how the business operates, who manages it, and how it will grow.

For L-1 buyers in particular, proving the relationship between the foreign company and the U.S. business is under heavier scrutiny.

👉 For brokers: Expect buyers to ask for more detailed financials, organizational charts, and operational insight early in the process.

3. Increased Processing Delays and Planning Needs

Policy changes and higher scrutiny have led to longer processing times and more frequent requests for evidence. Companies seeking L-1 visas must carefully document the one-year foreign employment requirement and the employee’s role in the organization.

Processing delays and requests for evidence (RFEs) are becoming more common.

This means transactions tied to immigration goals need to be structured carefully from day one and not just after a contract is signed.

👉 For brokers: Setting the right expectations with international buyers upfront can prevent deals from falling apart later.

4. Importance of Structuring the Business Purchase Properly

This is where many transactions run into trouble.

If the deal isn’t structured properly, the buyer may not qualify—no matter how strong the business is.

👉 For brokers: Collaborating with immigration counsel early can protect your deal and your commission.

What Business Brokers Should Know

Foreign buyers are still highly motivated. In fact, many are more serious than ever because of the increased scrutiny. So, brokers who adapt will win more deals.

Brokers who:

… will position themselves as invaluable partners and not just as intermediaries.

The most successful brokers in today’s market are doing one thing differently. They’re treating immigration as part of the deal and not just as an afterthought. By aligning early with immigration strategy, you can:

Reviewing Your Investment Visa and Business Acquisition Case

If you’re a business broker working with, or looking to attract, foreign investors, the difference between a deal that closes and one that falls apart often comes down to strategy. Don’t wait until immigration becomes an issue mid-transaction.

At Jurado & Associates, we partner with business brokers before problems arise—helping you:

The result: More confident buyers. Smoother transactions. And more deals that actually close.

👉 Let’s work together to make your listings more attractive to international buyers and turn more opportunities into successful closings.

Contact Jurado & Associates today to start building a strategy that helps you close smarter, faster, and with fewer surprises.

Walking Event in South Florida – Thank You!

In March 2026, the South Florida Chapter put together a different kind of event, and it is worth recognizing. About 25 members, along with family and affiliates, met at Spanish River Park in Boca Raton for an early Saturday walk. There was no agenda, just a few miles and time to talk.

What stood out was how refreshing the format felt and how good it was to see new faces in a more relaxed setting. When you keep things informal, conversations open up and relationships build faster. That is where trust starts, and that is what ultimately drives cobrokerage and done deals.

Huge credit to South District President Mark Habib for pushing the idea and organizing everything (including custom BBF t-shirts and plenty of water) and to those who supported it. Mark’s efforts were more than we could have asked for! Hopefully, every chapter can take these kinds of ideas and “run” with them.

This is also where the upcoming BBF Conference fits in. I am confident you’ll learn in the classroom – absolutely. But you’ll also learn in the hallways, at the lunch table or over a cocktail – and meet the people you will work with on deals over the next few years – which is just as valuable. I encourage you to make the effort to attend! Check out the Agenda At A Glance and look for registration to open in early June.