The Questions I Ask to Test Customer Loyalty Before Buying a Business
Customer loyalty is one of the best indicators of business strength. Before buying a company, I ask specific questions to test how loyal the customer base really is—because revenue without loyalty can disappear fast. In this article, I share the questions I rely on, what answers reveal about customer retention, and how loyalty impacts the price I’m willing to pay.
The Difference Between Buying a Job and Buying a Business
Too many acquisitions are really just buying yourself a job. I’ve learned that a true business has systems, scalability, and value that extends beyond the owner’s daily involvement. In this article, I explain the difference between buying a job and buying a business, how I test for transferable value, and why the distinction shapes the deals I pursue.
How I Evaluate Recurring Revenue Models in Small Businesses
Recurring revenue models are one of the strongest indicators of long-term business health. When I look at small business acquisitions, I pay close attention to whether income is repeatable, predictable, and resilient to market shifts. In this article, I share how I evaluate recurring revenue models, why they matter so much for stability, and how they influence the price I’m willing to pay.
How I Decide Whether to Keep or Replace Existing Management After a Purchase
One of the toughest calls after buying a business is deciding whether to keep or replace existing management. I’ve learned to evaluate not just skills, but also alignment with culture, systems, and long-term goals. In this article, I share my framework for making this decision, how I assess leadership fit, and why getting it right is critical to post-acquisition success.
The First 90 Days: How I Stabilize a New Acquisition
The first 90 days after buying a business are the most critical. I focus on stabilizing cash flow, earning employee trust, and strengthening operations before chasing growth. In this article, I share the exact steps I take in the first three months, why these actions set the tone for long-term success, and how they protect the business during a fragile transition period.
Why I Believe Culture Is More Important Than Strategy in Acquisitions
I’ve seen great strategies fail because the culture wasn’t aligned. In acquisitions, culture drives whether employees stay, systems work, and customers trust the transition. Strategy sets direction, but culture determines execution. In this article, I share why I prioritize cultural fit over strategy in every deal and how it shapes the long-term success of my acquisitions.
The First Questions I Ask When Meeting a Seller
The first meeting with a seller sets the tone for the entire acquisition process. I’ve learned that asking the right questions early uncovers motivations, potential risks, and whether the seller is truly aligned with me as a buyer. In this article, I share the first questions I always ask, why they matter, and how they help me decide if it’s worth moving forward.
How I Think About Reinvesting Profits vs. Taking Distributions
Every acquisition creates a choice: reinvest profits into growth or take distributions as cash. Over the years, I’ve learned that the right balance depends on stage, stability, and long-term goals. In this article, I share how I think about this decision, when I prioritize reinvestment, and when taking distributions makes sense for sustainability and wealth creation.
The Risks I Watch for in Owner Financing Deals
Owner financing can be a great tool for closing deals, but it comes with risks that buyers often underestimate. Over the years, I’ve learned to watch for hidden terms, repayment traps, and misaligned incentives. In this article, I share the red flags I look for in owner financing, how I structure deals to protect myself, and why discipline is key to using this strategy wisely.
Why I Treat Cash Flow as King in Every Acquisition
If there’s one lesson I’ve learned in acquisitions, it’s this: cash flow is king. Revenue and profit projections mean little without strong, reliable cash flow. I focus heavily on understanding how money actually moves through a business, testing different scenarios, and ensuring liquidity can withstand downturns. In this article, I share why cash flow dominates my acquisition decisions and how it shapes the price I’m willing to pay.
The First Metrics I Study When Looking at a Potential Acquisition
When I evaluate a potential acquisition, I don’t start with lofty projections—I start with the fundamentals. Cash flow, margins, customer concentration, and recurring revenue are the first numbers I study to see if a business is healthy or hiding risks. In this article, I share why these metrics matter most, how I interpret them, and how they guide my acquisition decisions.
Why I Believe Documentation Is the Hidden Backbone of a Business
The strongest businesses I’ve acquired had one thing in common—great documentation. Systems, SOPs, and processes captured on paper or digitally make transitions smoother, reduce key-person risk, and create true scalability. In this article, I share why documentation is the hidden backbone of a business, how I evaluate it during due diligence, and why it drives long-term acquisition success.