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.
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.
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.
The Importance of Understanding Working Capital in Small Business Acquisitions
Working capital is one of the most misunderstood parts of small business acquisitions. I’ve seen deals fall apart—or become unprofitable—because buyers didn’t fully understand the timing of receivables, payables, and inventory. In this article, I share why working capital matters, how I evaluate it in due diligence, and why it’s essential for ensuring long-term liquidity and stability.
The Role of Employee Retention in Acquisition Success
Retaining employees after an acquisition is one of the most important factors in long-term success. I’ve seen great businesses fail simply because key people left during transitions. In this article, I share why employee retention matters so much, how I evaluate retention risks during due diligence, and the steps I take to keep teams engaged after closing a deal.
The Most Common Red Flags I See in Small Business Deals
Not every deal is what it seems on the surface. Over time, I’ve learned to spot recurring red flags that warn me a small business may not be worth buying. From hidden customer concentration issues to messy financials, I share the warning signs I watch for in every deal—and how catching them early has saved me from expensive mistakes.
Why I Focus on Transferable Value in Every Deal
A business isn’t truly valuable if it only works with the current owner. That’s why I focus on transferable value in every deal. I study whether systems, processes, and customer relationships can survive and thrive without the founder. In this article, I share how I evaluate transferable value, why it shapes what I’m willing to pay, and how it protects long-term success after acquisition.
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 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.