Why I Avoid Businesses That Depend Too Heavily on the Owner’s Personality
Some businesses look profitable but are really just extensions of the owner’s personality. When customers, employees, and vendors rely too heavily on one individual, the business often loses value the moment that person steps away. In this article, I explain why I avoid these types of businesses, how I spot signs of owner dependence, and what I look for instead to ensure transferable value and long-term scalability.
The Most Undervalued Skills I See in Successful Small Business Owners
When I study successful small business owners, the skills that stand out aren’t always the flashy ones. It’s usually the underrated traits—discipline, adaptability, communication, and financial prudence—that separate the businesses that thrive from those that stall. In this article, I share the most undervalued skills I consistently see in strong owners and why they play such a critical role in acquisition success.
Why I Avoid Businesses With No Clear Succession Plan
A business without a succession plan is a ticking time bomb. I’ve seen deals collapse because there was no clear path for leadership or continuity after the owner left. That’s why I avoid businesses without strong succession planning in place. In this article, I share how I evaluate succession risks, why they matter so much, and how they directly impact valuation and long-term success.
The Importance of Employee Retention After a Business Sale
When a business changes hands, the biggest risk isn’t customers leaving—it’s employees walking out the door. Retaining key staff after a sale is essential for continuity, customer relationships, and cultural stability. In this article, I share why employee retention matters so much post-sale, how I evaluate retention risks during due diligence, and the strategies I use to keep teams engaged after an acquisition.
How I Value Small Businesses Without Overcomplicating the Math
Valuing a small business doesn’t need to be complicated. Over the years, I’ve developed a simple framework that cuts through noise and focuses on what truly drives value—cash flow, customer stability, and growth potential. In this article, I share how I value businesses without drowning in complex models, and why a clear, disciplined approach leads to smarter acquisition decisions.
The Most Common Red Flags I Spot During Due Diligence
Due diligence is where the truth of a business reveals itself. Over time, I’ve learned to spot common red flags—messy financials, customer concentration, hidden debts, or unreliable vendor contracts—that can derail a deal. In this article, I share the warning signs I consistently watch for during due diligence, and why catching them early protects me from costly acquisition mistakes.
Why I Always Study Customer Concentration Before Buying a Business
I’ve seen too many businesses that look strong but rely on just a few customers for most of their revenue. That kind of concentration can wipe out value overnight if a single client leaves. That’s why I always study customer concentration before buying. In this article, I share how I analyze customer mix, why it matters for valuation, and the risks it can reveal during due diligence.
How I Structure Earnouts to Align Seller and Buyer Interests
Earnouts can either create trust or chaos depending on how they’re structured. I’ve learned that when done right, they align seller and buyer interests by tying payouts to performance milestones. In this article, I share how I structure earnouts to reduce risk, build fairness into deals, and ensure both sides are incentivized for long-term success after acquisition.
How I Judge Whether a Business Has Real Competitive Advantages
Not every business that looks strong has real competitive advantages. I’ve learned to distinguish between temporary wins and lasting moats that protect value. When evaluating acquisitions, I focus on customer loyalty, differentiation, and resilience against competitors. In this article, I share how I judge whether a business has true competitive advantages and why it’s a key driver of long-term success.
The Systems I Put in Place During My First 90 Days Owning a Business
he first 90 days after buying a business are all about creating stability. I’ve learned to immediately implement systems around cash flow, operations, and communication so the company doesn’t lose momentum during the transition. In this article, I share the systems I prioritize during those critical first three months, why they matter most, and how they lay the foundation for long-term success.
Why I Believe Culture Eats Strategy in Business Acquisitions
I’ve seen flawless strategies fall apart because the culture wasn’t aligned. In acquisitions, culture drives execution, employee engagement, and whether a business thrives after a deal closes. Strategy sets the plan, but culture fuels the people who must carry it out. In this article, I share why I believe culture consistently eats strategy in business acquisitions and why I always make it a top priority in due diligence.
The Difference Between Buying Assets and Buying Equity in a Business
When buying a business, one of the most important decisions is whether to purchase assets or equity. Each path has different implications for risk, liability, and long-term value. I’ve learned that understanding these differences is critical for making the right deal structure choice. In this article, I break down how I evaluate asset vs. equity purchases and why the structure often determines the success of an acquisition.