エピソード

  • What 5,000 Business Sales Taught Dennis Hayes About Buying and Selling Companies

    What 5,000 Business Sales Taught Dennis Hayes About Buying and Selling Companies
    2026/08/25
    Jared Johnson sits down with Dennis Hayes, co-owner of WCI Business Sales, the oldest business brokerage firm in Arizona. Dennis shares what he has learned from a firm with 60 years in business and more than 5,000 closed transactions, what he is seeing in today’s competitive market, and how his perspective changed when he went from representing sellers to buying an 80-year-old business with his son.Dennis explains why good businesses are creating what he calls a “feeding frenzy” among buyers, why owners are holding onto their companies longer, and why strong listings can attract serious interest almost immediately. He also breaks down one of the biggest problems he sees when sellers come to market: sloppy books and records.Jared and Dennis dig into Quality of Earnings reports, seller add-backs, financial due diligence, and why buyers should never assume the numbers they are given tell the whole story. Dennis explains why he believes buyers are ultimately purchasing a known and reliable revenue stream and why understanding where that revenue comes from and whether it will continue after closing should be central to due diligence.Dennis also walks through the acquisition he recently completed with his son. After selling the same Phoenix cooling business eight years earlier, Dennis found himself on the other side of the transaction when the owner was ready to exit. He shares how they evaluated the opportunity, why a Quality of Earnings report became essential to getting the deal done, and what they learned after taking over the 80-year-old company.Jared and Dennis also discuss buying commercial real estate alongside a business, how real estate values can outgrow the cash flow of the operating company, why buyers and sellers need to disclose problems early, and the surprises that can surface late in a transaction. They close with Dennis’s perspective on mentorship, training the next generation of business brokers, and why closing day still motivates him after decades in the industry.Main Takeaways:Quality businesses are attracting significant buyer interest, while good listings are becoming harder to findBusiness owners often sell for personal reasons rather than business reasons, making listing volume difficult to predictSloppy books and records remain one of the biggest deal killers in small business transactionsRunning personal expenses through a business can lower taxable income but ultimately reduce the value a seller can substantiate when it is time to sellQuality of Earnings reports can provide clarity when tax returns and internal financial statements do not accurately reflect the economics of a businessBuyers should independently verify financial information and should not rely on a broker to perform their due diligenceA buyer is ultimately purchasing a known and reliable revenue stream, making the sustainability of that revenue criticalHidden liens, financial issues, and other surprises are likely to surface before closing, so sellers should disclose problems earlyCommercial real estate can be a valuable part of an acquisition, but the business still needs enough cash flow to support both the company and the propertyThe value of commercial real estate can sometimes grow faster than the cash flow of the business occupying it, creating challenges for future buyersDennis’s own acquisition showed how strong financial diligence can turn a complicated opportunity into an attractive dealMentorship and continued learning remain important even after decades of experience and thousands of transactionsBusiness ownership is not for everyone, but for entrepreneurs who enjoy solving problems and building value, the work itself can be rewardingEpisode Highlights:[00:00] Why good business listings are creating a feeding frenzy among buyers[00:05] Dennis’s background and the 60-year history of WCI Business Sales[00:13] What Dennis is seeing in the Phoenix business brokerage market[00:29] Why listing volume has become increasingly difficult and owners are holding onto businesses longer[00:51] The number one problem Dennis wishes every seller would address before going to market[00:53] Sloppy books, personal expenses, and the impact they can have on business value[01:03] When a Quality of Earnings report can help establish what a business actually earns[01:23] What buyers should know about financial due diligence[01:35] Why Dennis believes buyers are purchasing a known and reliable revenue stream[01:43] How Dennis went from selling an 80-year-old cooling business to buying it with his son[02:17] Why a Quality of Earnings report was essential to completing Dennis’s acquisition[02:37] The surprises that can surface late in a transaction and why sellers should disclose problems early[02:53] What buyers should consider when commercial real estate is included in an acquisition[03:23] How real estate values can outgrow the cash flow of the operating business[03:43] Why including real estate can change the ...
    続きを読む 一部表示
    45 分
  • Inside Business Brokerage: How Buyers Stand Out, Sellers Choose, and Deals Get Done | Live From Acquire Fort Worth with Layne Kasper

    Inside Business Brokerage: How Buyers Stand Out, Sellers Choose, and Deals Get Done | Live From Acquire Fort Worth with Layne Kasper
    2026/08/12
    Jared Johnson sits down with Layne Kasper of Kasper & Associates for a live episode recorded at Acquire Fort Worth. With nearly three decades in business brokerage, Layne shares an inside look at how brokers prepare businesses for sale, identify qualified buyers, protect sellers throughout the process, and navigate an increasingly competitive acquisition market.Layne explains how sellers typically enter the market, why many business owners have little understanding of what their company is actually worth, and how his firm approaches preliminary valuations before taking a business to market. He walks through the process of gathering financial information, preparing detailed acquisition materials, maintaining confidentiality, and using targeted outreach rather than broadly advertising listings.Jared and Layne also discuss what buyers can do to stand out when attractive businesses may receive interest from dozens or even hundreds of potential acquirers. They explain why financial qualification, relevant experience, preparation, and the ability to build trust with a seller can significantly influence who ultimately gets the deal. For buyers, the process is not simply about evaluating the seller. Sellers and their brokers are evaluating buyers at the same time.The conversation also explores current valuation multiples, seller financing, SBA prequalification, private equity versus individual buyers, off-market deal sourcing, and why having the right acquisition team can prevent buyers from wasting time on deals that were never going to close.Layne and Jared also discuss why the long-predicted "silver tsunami" of retiring baby boomer business owners has been slower to materialize than expected. For many owners, selling a company means giving up something deeply connected to their identity, relationships, income, and status. Understanding that emotional component can give thoughtful buyers a major advantage when approaching sellers and negotiating a transaction.Main Takeaways:- Business brokers represent the seller and are responsible for protecting their time, confidentiality, and interests throughout the transaction- Many business owners begin the sale process without knowing what their company is worth or how the acquisition process works- Sellers who begin preparing several years before an exit have more opportunities to position their businesses for a successful sale- A detailed acquisition report or SIM can help buyers evaluate an opportunity efficiently and reduce unnecessary delays- Strong businesses can attract significant buyer interest quickly, making speed and preparation important for serious searchers- Buyers can stand out by demonstrating liquidity, financing readiness, relevant experience, and a clear ability to close- SBA prequalification can help buyers understand the size of acquisition they can realistically pursue before submitting offers- Brokers increasingly want evidence that buyers have the financial resources or investor backing required to complete a transaction- Buyers should remember that the acquisition process is a two-way interview and sellers are evaluating them as potential successors- Building trust with a seller can influence negotiations, deal structure, seller financing, and ultimately who wins the transaction- Buyers who submit generic questions without reviewing available materials can quickly signal to brokers that they may not be serious- Seller financing can help bridge valuation gaps while demonstrating the seller's confidence in the future of the business- Businesses with approximately $500,000 to $1 million in EBITDA may trade around three to four-and-a-half times EBITDA, while businesses above $1 million may begin reaching approximately four-and-a-half to six times depending on the opportunity- Off-market opportunities can often be found through attorneys, bankers, financial advisors, industry groups, and other trusted networks- Searchers may not need to hire a buy-side intermediary if they are already capable of conducting targeted outreach themselves- A strong acquisition team that includes experienced lenders, attorneys, CPAs, and due diligence professionals can help buyers identify both viable opportunities and deals they should walk away from- The anticipated wave of baby boomer business sales has developed more slowly because many owners continue operating well beyond traditional retirement age- A seller's business is often deeply connected to their identity, making respect for what they have built an important part of the buyer-seller relationship- Businesses with established middle management can be particularly attractive because buyers can focus on growing the company rather than immediately replacing the owner's operational responsibilities- Buyers using outside investors and maintaining additional liquidity after closing may be better positioned to handle unexpected challenges and pursue future growthEpisode Highlights:[00:00:40] Why buyers need to ...
    続きを読む 一部表示
    1 時間 2 分
  • Inside M&A from a Soldier's Perspective: How Guy Bartlett Built a 170 Million Dollar Track Record Buying and Selling SME Businesses

    Inside M&A from a Soldier's Perspective: How Guy Bartlett Built a 170 Million Dollar Track Record Buying and Selling SME Businesses
    2026/07/28
    Jared Johnson sits down with Guy Bartlett, founder of The Business Buyers Club and Fidelis Advisory, a fractional M&A service based in the UK. Guy shares how 42 years in the British Army Reserve shaped his approach to acquisitions, how he stumbled into his first share sale in the late 1990s, and how that experience led him to complete over 150 transactions and personally acquire 13 companies since 2006.Guy explains why M&A is fundamentally a people business, how due diligence can never fully capture a company's culture, and why the "transition trenches" after a deal closes are often harder than the deal itself. He breaks down the psychology of sellers who come to market unprepared, why so few UK business listings actually sell, and how unregulated brokers contribute to unrealistic price expectations on both sides of the table.Jared and Guy walk through what overseas buyers need to know before acquiring a business in the UK, from leadership presence and management incentives to deal structures like security bonds for deferred consideration. They also discuss the coming wave of baby boomer business exits, the risks of waiting too long to sell, and the hard lessons Guy learned from deals that went wrong, including a lost government contract, an underfunded roofing acquisition, and a cultural transition that cost him a business.Main Takeaways:M&A success depends more on people and culture than on spreadsheets or numbersDue diligence can verify contracts and financials but rarely captures a target company's cultureOnly about one in five UK businesses listed for sale actually sellUnregulated brokers in the UK often promise inflated prices to win the mandate feeSellers need a clear, realistic understanding of how much money they actually need before pricing a saleWaiting too long to sell can be catastrophic, including forced closures and lost value for owners and employeesOverseas buyers acquiring UK businesses should be prepared to lead in person, not manage remotelyTax-efficient tools like Enterprise Incentive Schemes and growth shares help retain key management post-acquisitionVendor and seller financing structures reduce reliance on traditional debt and lender riskDeal fever, the emotional rush of finally finding a deal, causes buyers to overlook red flagsMaintaining a strong pipeline of options is the best defense against overpaying or over-committingWhen problems arise late in a deal, asking "how do we mitigate this" is more productive than walking awayThe UK is likely entering its final five years of a major wave of baby boomer business exitsSelf-funded and creative deal structures are becoming more common as debt becomes more expensive and riskyCuriosity, mentorship, and surrounding yourself with people ahead of you accelerates growth as an operatorEpisode Highlights: [00:00:40] Guy's path from the British Army Reserve into printing, marketing services, and his first share sale [00:02:40] Teaching himself leveraged buyouts and completing his first acquisitions in 2006 [00:04:10] Writing "Business Magic" and founding The Business Buyers Club in 2014 [00:05:30] Launching Fidelis Advisory as a fractional M&A service for busy operators [00:06:50] 42 years of military service and the direct parallels to running acquisitions [00:09:40] Why M&A is fundamentally about people, not numbers [00:11:20] The "transition trenches" and why culture is impossible to fully diligence [00:13:40] Why only about one in five UK business listings actually sell [00:15:00] Unregulated brokers, inflated price promises, and take-home fee incentives [00:16:50] Helping sellers understand the real number they need versus what they want [00:19:30] The dangers of waiting too long to sell, including two cautionary stories [00:23:00] Advice for overseas buyers acquiring UK businesses, from leadership to tax tools [00:27:30] The current state of the UK economy and its impact on SME M&A [00:29:40] Lessons from failed deals, including a lost government contract and an underfunded roofing acquisition [00:33:10] A cultural transition gone wrong after acquiring an electrical contractor [00:36:00] Deal fever, red flags, and the power of walking away [00:38:20] Using a triangle framework to mitigate problems between buyer, seller, and company [00:40:00] The coming wave of baby boomer business exits and where the UK market is headed [00:43:30] Mentorship, curiosity, and Guy's advice on building a strong network [00:45:10] What motivates Guy and where to find himConnect with Guy Bartlett:Website: https://fidelis-advisory.ukConnect with Jared:If you have questions for Jared, visit: https://jaredwjohnson.comLinkedIn: https://www.linkedin.com/in/jaredwjohnson/DISCLAIMER:The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.Keywords:mergers and acquisitions, SME acquisition, business buyers club, fidelis advisory, UK business sale, leveraged buyout, ...
    続きを読む 一部表示
    48 分
  • Treat Your ETA Search Like a Startup | Richard Chance at Acquire Fort Worth

    Treat Your ETA Search Like a Startup | Richard Chance at Acquire Fort Worth
    2026/07/14

    In this special episode of Before You Buy or Sell a Business, we're sharing a presentation from Acquire Fort Worth, Jared Johnson's monthly event for entrepreneurs through acquisition (ETA), buyers, operators, and investors.

    Richard Chance, Professor at Tarrant County College and founder of the ETA Accelerator Program, shares the lessons he's learned from working with hundreds of aspiring business buyers. Rather than focusing on deal structure or financing, Richard explores the mindset, habits, and behaviors that consistently separate successful searchers from those who struggle to acquire a business.

    Throughout the presentation, he discusses why buyers should treat their search like a startup, the importance of building systems instead of relying on motivation, how repetition develops better acquisition judgment, and why relationships, consistency, and execution often matter more than finding the "perfect" deal.

    Whether you're just beginning your search or actively evaluating acquisitions, this presentation offers practical insights into building a more disciplined and successful acquisition process.

    Main Takeaways:

    • Treat your business search like a startup by building systems, measuring progress, and committing to consistent effort.
    • Focus on the activities you can control instead of becoming discouraged by outcomes you cannot control.
    • Distinguish between real obstacles and self-imposed barriers that often prevent buyers from taking action.
    • Build an acquisition operating system to manage outreach, relationships, deal flow, and personal performance.
    • Reviewing more opportunities develops better acquisition instincts and improves decision-making over time.
    • Don't let the pursuit of the "perfect" acquisition prevent you from gaining valuable ownership experience.
    • Success in ETA requires strong habits, accountability, and a support network that helps you stay consistent.
    • The best opportunities often begin as conversations, relationships, or situations, not listings.
    • Develop a value creation plan before closing so you're prepared to operate and grow the business from day one.
    • Long-term success in acquisition entrepreneurship comes from consistency, discipline, and continuous learning, not luck.
    続きを読む 一部表示
    42 分
  • The Five Cs Every Business Buyer and Seller Should Understand with Mark Sims

    The Five Cs Every Business Buyer and Seller Should Understand with Mark Sims
    2026/06/30

    Jared Johnson sits down with Mark Sims, Managing Partner at Consult MSG, to discuss what separates businesses that create lasting value from those that create unnecessary risk during an acquisition. Drawing on decades of experience in consulting, corporate leadership, M&A, and post-acquisition transformation, Mark introduces his framework for evaluating businesses through the "Five Cs" of value creation and preservation. Together, they explore why competitive positioning, cash flow management, clean financials, customer concentration, and operational capabilities matter long before a deal reaches closing. They also discuss how buyers should evaluate founder dependency, customer concentration, documentation, and non-compete agreements, along with practical ways sellers can prepare their businesses for a smoother exit. The conversation closes with lessons from real transactions, common deal mistakes, and what successful buyers should focus on during the first 100 days after acquiring a business.

    Main Takeaways:

    • The Five Cs provide a practical framework for both buyers evaluating businesses and sellers preparing for an exit.
    • Competitive positioning should clearly explain why a business wins customers and where future growth opportunities exist.
    • Understanding the cash flow cycle helps buyers evaluate working capital needs and operational efficiency.
    • Clean, organized financials reduce friction during due diligence and increase buyer confidence.
    • High customer or vendor concentration can significantly increase acquisition risk and should influence valuation.
    • Buyers should evaluate whether customer relationships are tied to the business itself or primarily to the owner.
    • Documented processes, SOPs, contracts, and operational systems make businesses more transferable and valuable.
    • Non-compete agreements are not a substitute for reducing founder dependency and transition risk.
    • Sellers should begin preparing for a sale well before going to market by cleaning up operations, financials, and documentation.
    • Buyers should develop a value creation plan before submitting an LOI and execute against it after closing rather than relying solely on a "wait and see" approach.

    Connect with Jared:

    If you have questions for Jared, visit: https://jaredwjohnson.com

    https://www.linkedin.com/in/jaredwjohnson/

    Connect with Mark:

    https://www.consultmsg.com

    DISCLAIMER:

    The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

    Keywords:

    business acquisitions, business valuation, entrepreneurship through acquisition, ETA, SBA acquisitions, value creation, value preservation, due diligence, quality of earnings, cash flow management, customer concentration, founder dependency, competitive positioning, standard operating procedures, SOPs, operational documentation, transition planning, acquisition strategy, lower middle market, M&A
    続きを読む 一部表示
    45 分
  • ETA Reality Check: Jared Johnson and a Special Guest on SBA Lending, Buyer Mistakes, Deal Killers, and the Truth About Buying a Business

    ETA Reality Check: Jared Johnson and a Special Guest on SBA Lending, Buyer Mistakes, Deal Killers, and the Truth About Buying a Business
    2026/04/28

    Jared Johnson takes a different seat in this episode as he gets interviewed and answers real questions from buyers and sellers about entrepreneurship through acquisition. The conversation cuts straight through the hype and focuses on what it actually takes to buy and run a business.

    Jared explains why ETA has become so popular in recent years and why much of what people see online does not match reality. He talks through what lenders are really looking for, including experience, liquidity, and consistent cash flow, and why those factors matter so much when getting a deal approved.

    The episode also covers the most common reasons deals fall apart. Jared walks through red flags like inconsistent financials, customer concentration, and buyers trying to operate businesses remotely. He shares where buyers go wrong, especially when they skip due diligence, rush into deals, or rely too heavily on brokers and sellers without verifying the numbers.

    There is also a personal story from Jared’s first acquisition that shows how expensive mistakes can be when diligence is limited. It is a clear reminder that even deals that look solid on the surface can carry real risk.

    This is a practical, honest look at ETA for anyone considering buying a business or currently in the process.

    Main Takeaways:

    • ETA is real, but it is much harder than it is often presented online
    • You cannot treat buying a business like passive income, it requires real involvement
    • Lenders focus heavily on buyer experience, available cash, and stable cash flow
    • Deals often fail early due to weak financials or lack of buyer preparation
    • Customer concentration and inconsistent revenue create major risk
    • Skipping due diligence or hiring the wrong advisors can be costly mistakes
    • Asking why the seller is selling can reveal important issues
    • The best deals match the buyer’s experience with the business they are buying
    • Investors can help, but not all investor relationships are good ones
    • Patience matters, buying the wrong business is worse than waiting

    Connect with Jared:

    If you have questions for Jared, visit: https://jaredwjohnson.com

    https://www.linkedin.com/in/jaredwjohnson/

    DISCLAIMER:

    The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

    Keywords:

    entrepreneurship through acquisition, ETA reality, SBA lending, buying a business, business acquisition mistakes, due diligence, quality of earnings, cash flow analysis, customer concentration risk, deal red flags, acquisition financing, small business acquisition, search fund, lender perspective, acquisition strategy
    続きを読む 一部表示
    30 分
  • Customer Due Diligence in Action: Ivy Millman on Revenue Sustainability, Customer Stickiness, Anonymous Feedback, and Better B2B Acquisitions

    Customer Due Diligence in Action: Ivy Millman on Revenue Sustainability, Customer Stickiness, Anonymous Feedback, and Better B2B Acquisitions
    2026/03/24

    Jared Johnson sits down with Ivy Millman, CEO of WHIZDOM, to explore a missing piece in many lower middle market acquisitions: customer due diligence. Ivy shares how her background in accounting, Stanford, Apple, and decades of business-customer research led her to build a firm focused on helping buyers, investors, and operators understand what financial, legal, and technical diligence often miss. The conversation breaks down how independent customer interviews can uncover risks around retention, churn, concentration, loyalty, product issues, and transition vulnerability before a deal closes. Ivy explains her process, why customers often reveal more to a neutral third party than to sellers or buyers, and how these insights can shape valuation, confidence, and post-close growth plans. Jared also shares what he is seeing in SBA acquisition lending, including higher defaults, tighter scrutiny, and the growing need for real diligence before buyers commit to multimillion-dollar deals.

    Main Takeaways:

    - Customer due diligence fills a major gap left by financial, legal, quality of earnings, and technical diligence

    - For B2B acquisitions, revenue sustainability depends heavily on retention, loyalty, stickiness, and switching risk

    - Customers are often more candid with an independent third party, especially when they want feedback kept anonymous

    - Seller-protected customer relationships do not have to block diligence if the process is structured correctly

    - Independent customer calls can uncover hidden risks that materially affect valuation and deal confidence

    - Customer insights can help buyers decide whether to move forward, renegotiate price, or build a stronger post-close plan

    - High customer concentration becomes even riskier when relationships sit primarily with the founder or seller

    - What buyers learn pre-close can become a practical roadmap for post-acquisition growth and retention

    - Sellers can use the same kind of customer work before exit to improve enterprise value, loyalty, and retention

    - SBA acquisition buyers should not rely on lenders, brokers, or sellers alone to validate a deal

    Connect with Jared:

    If you have questions for Jared, visit: https://jaredwjohnson.com

    https://www.linkedin.com/in/jaredwjohnson/

    Connect with Ivy:

    https://www.linkedin.com/in/ivymillman/

    ivy.millman@gmail.com

    DISCLAIMER:

    The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

    Keywords:

    customer due diligence, B2B acquisitions, lower middle market, ETA, entrepreneurship through acquisition, SBA loans, quality of earnings, QofE, customer retention, customer stickiness, customer loyalty, customer churn, revenue sustainability, founder dependency, seller transition risk, customer concentration, post-acquisition growth, valuation risk, M&A diligence, independent third party diligence
    続きを読む 一部表示
    42 分
  • When Acquisitions Go Wrong: Christine McDannell on a Failed Deal, Hidden Costs, Working Capital Risk, and the Reality Behind “Easy” ETA

    When Acquisitions Go Wrong: Christine McDannell on a Failed Deal, Hidden Costs, Working Capital Risk, and the Reality Behind “Easy” ETA
    2026/02/24
    Jared Johnson sits down with M&A advisor and serial entrepreneur Christine McDannell, founder of The Magnolia Firm, to unpack a deal that did not go as planned. Christine shares how an acquisition of a dance and fitness studio moved from seemingly profitable to cash-flow negative once she took over operations. They walk through what she missed because of speed, compressed diligence, and incomplete financial visibility, including licensing costs, seasonal revenue swings, and marketing spend that lived outside the books. Christine explains why raising pay and funding upgrades early created unintended expectations, how customer and operational pressures compounded the situation, and why working capital is the difference between surviving a rough stretch and being forced to shut the doors. The conversation challenges the idea that buying businesses is easy and highlights how even experienced operators can misstep when timelines are rushed and the full expense picture is not visible.Main Takeaways:Speed compresses diligence and increases the odds of missing material risksA business that looks profitable can become unprofitable quickly once all true expenses hit the buyer’s booksWorking capital determines whether a downturn becomes temporary or fatalMarketing spend and other costs can be obscured when accounts sit outside the primary P&LImmediate raises and visible capital improvements can create entitlement and escalating demandsSeasonality can materially impact revenue and must be stress tested before closingCustomer service businesses carry emotional and operational volatility that buyers often underestimateNot every concept is best acquired; some are better built from scratch with rent and unit economics designed correctlyTransparency about failures helps reset expectations and protects new buyers from unrealistic narrativesEpisode Highlights:Christine’s background: 22 years as an entrepreneur, 10 startups, acquisitions, roll-ups, and turnaroundsLaunching The Magnolia Firm in 2021 and advising sellers while continuing to acquire businesses personallyThe trigger: seeing a studio opportunity and moving quickly after the seller shut it downOperating under LOI: taking over operations immediately while still finalizing purchase termsReactivating customers after a sudden closure and attempting to stabilize revenueUnderestimating licensing, regulatory, and operating costs that surfaced post-closeEarly missteps: raising pay immediately and funding upgrades without validating margin stabilityDiscovering hidden marketing expenses and incomplete financial visibilityRealizing the business was running a material monthly loss and funding the burn personallyThe decision point: when to stop financing losses and close the businessThe broader lesson: why speed, ego, and optimism can override discipline in acquisitionsConnect with Jared:If you have questions for Jared, visit: https://jaredwjohnson.comhttps://www.linkedin.com/in/jaredwjohnson/Connect with Christine:https://www.linkedin.com/in/christinemcdannell/https://themagnoliafirm.comDISCLAIMER:The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.Keywords:entrepreneurship through acquisition, ETA, business acquisition, due diligence, working capital, cash flow, seasonality, hidden expenses, marketing spend, financial statements, seller disclosure, post-close execution, integration risk, employee retention, compensation strategy, customer service operations, M&A advisory, boutique brokerage, deal failure, acquisition lessons, operator mindset, unit economics, rent burden, distressed operations, business risk management
    続きを読む 一部表示
    48 分