How I Evaluate Debt Structures in Seller Financing Deals
Seller financing can align incentives or create fragility. I evaluate repayment schedules, interest rates, and balloon clauses carefully to ensure stability.
The Role of Industry Relationships in Post-Acquisition Growth
Post-acquisition growth doesn’t happen in a vacuum—it happens through relationships. From vendors to industry peers, I’ve learned that strong connections accelerate growth, protect against risks, and open opportunities I wouldn’t have found alone. In this article, I explain why industry relationships are one of the most powerful levers in post-acquisition success.
How I Think About Pricing Power When Buying a Business
Pricing power tells me more about a business than almost any other metric. If a company can raise prices without losing customers, it has real resilience. In this article, I share how I evaluate pricing power during acquisitions, why it signals competitive advantage, and how it influences my decision-making before I close a deal.
The Importance of Succession Planning in Small Business Acquisitions
In small business acquisitions, leadership transitions can make or break the deal. I’ve seen companies unravel when succession planning wasn’t addressed. That’s why I make it a top priority in my due diligence. In this article, I share why succession planning matters, how I evaluate it before buying, and what steps I take to ensure a smooth leadership handoff.
Why I Study Competitor Dynamics Before Acquiring a Business
Before I buy a business, I study its competitors closely. Understanding market dynamics—pricing, positioning, and strengths—helps me avoid surprises and identify opportunities for growth. In this article, I explain how competitor analysis shapes my acquisition decisions, why it influences valuation, and how it helps me plan a long-term competitive edge.
How I Approach Technology Upgrades After Acquiring a Business
Technology is often outdated in the businesses I acquire. Left untouched, it slows growth and creates risks. That’s why I prioritize smart, staged upgrades after closing a deal. In this article, I share how I evaluate legacy systems, decide what to modernize first, and use technology to create efficiency and scalability without overwhelming the business.
The Importance of Customer Diversification in Small Business Acquisitions
I’ve seen businesses look strong on paper but collapse because they relied on just a handful of customers. That’s why I always study customer diversification before buying. In this article, I explain how overdependence on a few clients creates fragility, how I evaluate customer mix in due diligence, and why diversification is one of the most important factors in sustainable acquisitions.
Why I Study Cultural Fit Before Buying a Business
Numbers can close a deal, but culture determines whether it thrives. I’ve learned to study cultural fit before every acquisition because mismatched values and leadership styles often lead to failure. In this article, I explain how I evaluate culture, what signals I watch for, and why it has become one of my top priorities before buying a business.
How I Think About Marketing Systems in Acquisitions
Strong marketing systems create predictable growth. When I evaluate a business, I don’t just look at revenue—I look at whether the marketing engine is repeatable, scalable, and data-driven. In this article, I share how I think about marketing systems in acquisitions, the red flags I watch for, and why they often determine whether a business can grow sustainably after I buy it.
Why I Study Lease Agreements Carefully Before Buying a Business
Lease agreements can hide risks that sink a deal. From rent escalations to restrictive clauses, I’ve learned to study every detail before buying a business. In this article, I share how I evaluate leases during due diligence, what red flags I watch for, and why they often play a bigger role in acquisition outcomes than most buyers expect.
The Importance of Due Diligence on Employee Roles in Small Business Acquisitions
Employees are the backbone of any small business, but too often buyers overlook their roles during acquisitions. I’ve learned that understanding responsibilities, dependencies, and key-person risks can make or break a deal. In this article, I share why I conduct deep due diligence on employee roles, what I look for, and how it shapes my integration strategy.
Why I Always Stress-Test Cash Flow Before Closing a Deal
Numbers on paper can look perfect—until reality hits. That’s why I always stress-test cash flow before closing any deal. I model different scenarios, test downside risks, and make sure the business can survive unexpected challenges. In this article, I explain my process for stress-testing, why it protects me as a buyer, and how it ensures long-term success after acquisition.