Podcasts about ebitda

Learn more about Eddie at: www.officialew.com Become a champion for Orphans : Project Dakota: Championing For Orphans | Impact Others™ Show Notes with Timestamps:[00:36]

Doug McHoney (PwC's International Tax Services Global Leader) is joined by Nita Asher, an international tax principal in PwC's Washington National Tax Services practice focused on inbound multinationals, with prior government experience during the TCJA. Doug and Nita discuss the One Big Beautiful Bill Act (“OB3”) and its impact on inbounds, including permanent 100% bonus depreciation; new Section 168N for qualified production property; Section 163(j)'s EBITDA-based ATI; the reworked ‘FDDEI' (formerly FDII) and its 14% rate with outbound IP limits; shifting IRA credit timelines and ‘foreign entity of concern' issues; BEAT's modest rate bump to 10.5% and unchanged credit treatment; the potential future of Section 899; and CAMT interactions. Throughout, they emphasize modeling to avoid BEAT/CAMT whipsaws while capturing OBBBA cash-flow benefits.

Are you a family business owner who thinks you can just snap your fingers and sell your business for top dollar when you're ready to retire?In this eye-opening episode, Gary Heldt sits down with Lowell Mora, President of Impact CFO, who brings 35 years of financial leadership experience to small and medium-sized businesses. Lowell shares his journey from Arthur Andersen to helping family-owned businesses prepare for successful exits.  Lowell reveals the shocking statistic that nearly half of all family-owned businesses end up in bankruptcy within two years of the founder's death due to lack of planning. Lowell discusses the critical differences between traditional accounting/tax services and strategic CFO work, emphasizing the importance of 3-5 year exit planning, building strong management teams, and viewing your business as an asset rather than just an income stream.Key Takeaways ➤ Nearly half of all family-owned businesses go bankrupt within two years of the founder's death due to lack of succession planning. ➤ Most family businesses suffer from dangerous customer concentration (often 70% with one client) and lack strong autonomous management teams - both major red flags for potential buyers. ➤ You need 3-5 years of strategic preparation before selling your business, including professionalizing accounting records, conducting margin analysis, and building operational systems. ➤ There's a crucial difference between your tax-preparing CPA and a fractional CFO - one looks backward for tax compliance, the other looks forward for business growth and exit strategy. ➤ Business owners must shift their mindset from viewing their company as an income stream to seeing it as an asset that needs to be optimized for maximum value.Notable Quotes from Lowell Mora"I've never met a business owner who thought their business was worth less than what it was. Typically, they are amazed that there's no real intrinsic value from an EBITDA perspective at a point in time - there's work that needs to be done.""What happens if you get hit by a bus? Your spouse will be okay because you have life insurance, but you have nobody to run this business. All these employees you treat as family will be grieving you AND dealing with a business crisis."How to Reach Lowell MoraEmail: Lowell@impact-cfo.netPhone: 847-212-4081Website: https://www.impactcfo.net/Visit his website for free consultation scheduling, 13-week cash flow samples, and additional resources for business owners planning their exit strategy. Learn more about your ad choices. Visit megaphone.fm/adchoices

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Most agency owners don't wake up dreaming about selling. You want freedom, better clients, and to stop living in Slack at 2 a.m. But here's the truth: The same moves that make your agency attractive to a buyer are the ones that give you freedom as an owner. I built and sold an 8-figure agency and bought 10 more and now I'm sharing 8 elements of a sellable, scalable agency. Whether you ever sell or not, these are the foundations that make your shop stronger. Let's break them down. 1. Stop Being the Accidental Owner Most of us stumbled into agency life. That's fun—but long-term it's not a strategy. You've got to shift from “operator” to agency CEO, and that means: Setting and communicating vision (over and over). Coaching your leadership team, not everyone. Knowing your numbers. Being the face of the agency. Building strategic relationships. When your team knows where you're going, you stop being the bottleneck. 2. Build More Than Referrals Referrals are great, but if 90% of your deals are coming from “word of mouth,” you've got a problem. Getting most of your leads from any singular channel is usually a red flag. When I'm looking at buying  a business, one of the first things I'll ask is how many channels they have for building their pipeline, how can I increase those channels and make them more predictable. If I'm looking at this, you as the agency owners and CEO should too. I recommend the three-legged stool: inbound, outbound, and strategic partnerships. When you've got multiple reliable channels, downturns don't crush you. That's how my agency grew through 9/11, '08, and even COVID. 3. Predictable Revenue = Power Buyers want to know: can we forecast revenue six months out? That means retainers, long-term contracts, and expanding client accounts. If you land a $20k/month retainer, your mindset should be: “How can I build this account over time to grow it to $100k?” And don't just deliver results—show them wins constantly. Stickiness comes from proof, community, and processes that make leaving painful. 4. Don't Let a Whale Sink You If one client is 20%+ of your revenue, you're on thin ice. Does this mean that you should say no to big clients? Heck no. Take the whale and then go get more. Turn today's whales into tomorrow's minnows by leveling up your client base. 5. Leadership That Runs Without You If your agency can't grow while you're gone for six months, you don't have a business—you have a job. Owners shouldn't be doing marketing, sales, or any type of delivery. A-players cost more, but they 10x the results and give you your life back. Your job isn't to run projects, sales, or delivery—it's to lead the leaders. 6. Profitability Isn't Optional Know your EBITDA. If you're not profitable and reinvesting, you're stalling. And if you don't have a compelling growth story (even how you're leveraging AI), buyers—and clients—will pass. 7. Track KPIs Like a Pro If you can't instantly tell me your close rate, show-up rate, or pipeline health, that's a problem. Great agencies have dashboards, not excuses. 8. Get Audited Financials (Every Year) I've chatted with agency owners who thought they were making $1M profit—but after an audit, it was half that. Multiples dropped, deals crumbled. Don't let your “guesswork” numbers cost you millions. Get audited, stay real. Before You Even Think About Selling… Don't sell unless you know what's next. Plenty of agency owners with 7-figure profits and freedom think they're “done,” only to end up depressed because they tied their identity to the agency. Fix what you don't like. Keep what works. Only exit when you're moving toward something you actually want. What To Do Next If you're serious about building an agency that gives you freedom (and the option to sell someday), start here: Agency Valuation Calculator. See what your agency's really worth today. Agency Playbook. Jason's 8-system framework to shift from operator to CEO. Agency Blueprint. Get a personalized roadmap to spot value gaps and growth opportunities.

Are you trying to use AI to speed up your sales cycle, only to find it's making your prospects' experience worse? The key is using technology to your advantage, not against you.In this episode, I'm joined by Doug Foley, an expert in sales enablement and AI integration. He shares his insights on leveraging AI tools to build more meaningful client relationships and enhance your sales process from start to finish.Meet Doug Foley· Douglas J. Foley is a strategic advisor, accomplished author, and the founder and CEO of Foley Media AI, where he architects AI-driven revenue engines for CEOs, high-growth companies, and Fortune 100 organizations. · Leveraging frameworks such as his Customer Loyalty Framework and AI Sales Engine™, Doug delivers predictable, measurable growth and transformative EBITDA results. · His practical, results-focused methodologies help senior leaders confidently scale and optimize their businesses.Why AI Matters in Enterprise Sales· Doug shares his journey, outlining the frequent gaps he's seen in sales enablement and how AI, when implemented strategically, can fill those voids. · Many organizations only use AI for surface-level tasks like faster email writing or market research.· Doug urges sellers and business owners to expand beyond this "tunnel vision" and embrace AI as a tool for relationship-building and holistic sales strategy.Practical Steps for Implementing AI· When leaders are training sales teams on using AI tools, Doug suggests showing them how to map out the buyer's journey and integrate AI at key touchpoints such as post-meeting follow-ups. · He stresses the importance of system-based thinking in deploying AI and highlights the significant gains in productivity and customer experience that even small changes can deliver.Tips for Sales Leaders and Reps· For busy sales managers, Doug suggests starting small: introduce an "AI-first" mentality in team meetings and encourage reps to share how AI helps overcome everyday roadblocks. · He emphasizes celebrating early AI wins to build momentum and foster an innovative culture.Advanced AI Strategies· Here's actionable advice for reps targeting enterprise accounts: Use AI-powered research for deeper stakeholder mapping, create hyper-relevant outreach campaigns, and build a memorable, white-glove experience for clients. · Doug shares that impactful AI usage means slowing down to get ultra-targeted, which leads to better results and stronger deal pipelines.“The biggest mistake most people make is they look at it from strictly efficiency...but they don't look at it more holistically as how can I build a bigger, better relationship and use AI.” - Doug Foley.Resources· Reach Doug Foley at Foley Media AI or on social platforms as @DouglasJFoley.· If you like more guidance with improving your sales skills, join my Sales Mastermind Class.· Thinking about starting a podcast yourself? Learn more about Blue Mango Studios. Sponsorship Offers1. This episode is brought to you in part by Hubspot.With HubSpot sales hubs, your data tools and teams join a single platform to close deals and turn prospects into pipelines. Try it for yourself at

In this episode, the hosts dive into a lean, high-margin FDA compliance service business with outsourced operations and uncover whether it's a sustainable gem or a ticking regulatory time bomb.Business Listing – https://quietlight.com/listings/16053420/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

The global pet industry has long been riddled with problems. From low-welfare breeding practices to online scams, the darker side of pet rehoming often goes unchecked. But what if there was a way to combine animal protection with a sustainable, profitable business model? In this episode of Tech Talks Daily, I speak with Axel Lagercrantz, co-founder and CEO of Pet Media Group, the company behind platforms like Pets4Homes in the UK and Lancaster Puppies in the US. Axel shares the story of how two friends with backgrounds in finance and tech came together to rethink what ethical pet ownership and commerce should look like. Since 2018, PMG has been working to remove anonymity and reduce fraud across pet marketplaces by embedding ethical standards directly into their platform's infrastructure. We explore how PMG uses custom-built AI to scan tens of thousands of images every day for signs of mistreatment, as well as to flag suspicious documentation and chat messages. Axel explains why ID verification, device fingerprinting, and real-time fraud detection are essential to maintaining user trust, especially in a high-emotion, high-value market like pets. He also talks through the company's expansion model, which focuses on acquiring local leaders and embedding PMG's standards from the ground up. With operations now spanning six countries and a 50 percent EBITDA margin, PMG's approach proves that protecting animals and scaling a business are not mutually exclusive goals. What stands out most is Axel's clarity of purpose. PMG isn't trying to digitize pet sales for convenience alone. The mission is to create a global infrastructure that prioritizes the welfare of animals and builds lasting trust between buyers and responsible breeders. If you care about technology that delivers real-world impact, this conversation will change how you think about one of the most overlooked parts of the digital economy.

Pete Martin is the Founder and CEO of Vestara Advisors and the author of Scale Up Faster. Vestara Advisors specializes in helping tech and B2B service companies scale strategically and maximize valuation. A serial entrepreneur and expert advisor, Pete has closed over $1 billion in software deals and founded six companies, selling four of them, including one to KPMG. His book distills proven strategies from the fastest-growing bootstrapped companies into practical frameworks for scaling quickly without outside funding. In this episode… Many business owners dream of scaling quickly, but they face unpredictable revenue, cultural misalignment, and unclear exit strategy. Without clarity on their company's true value drivers, they risk underpricing their business or losing strategic control. What if there were a way to grow faster, build a stronger culture, and sell for a premium without relying on external funding? Pete Martin, a serial entrepreneur and author of Scale Up Faster, shares his research from hundreds of high-growth, bootstrapped companies to reveal what works — and what doesn't — when scaling. Drawing from interviews with nearly 100 founders who doubled revenues year after year, Pete reveals their counterintuitive strategies — like mastering a single marketing channel, building recurring revenue, and hiring solely for cultural and value alignment. He also offers a framework for preparing a business for sale, crafting a compelling growth narrative, and cultivating relationships with potential buyers well in advance of the exit. Tune in to this episode of the Smart Business Revolution Podcast as John Corcoran interviews Pete Martin, Founder and CEO of Vestara Advisors, about scaling businesses without outside funding. Pete discusses the importance of culture, his process for building recurring revenue, and how he achieved a 12x EBITDA sale. He also shares insights from his book, founder traits that drive growth, and the power of focused marketing channels.

In 1997, the Florida Marlins won the World Series, but they also lost $30 million in the process. In 2002, only three Major League Baseball teams had positive EBITDA. Due to a dramatic collective bargaining agreement, five years later, only three clubs had negative EBITDA, and the MLB had gone from $500 million in losses to a $500 million in profit. Today's guest had a front row seat to the action. Jonathan Mariner is the former CFO of the Florida Marlins, the Florida Panthers, and Major League Baseball. He is also he founder of TaxDay and a seasoned board member on different boards, including Tyson Foods, OneStream, and Delaware North, among others. In this episode, he takes us inside the complex economics of pro sports. The conversation covers the surprising way sports franchises are actually valued, the massive shift from cable TV to streaming, the complex world of player merchandising, the challenges of expanding sports internationally, and how Jonathan helped implement a controversial EBITDA rule to rein in league-wide debt.—LINKS:Jonathan Mariner on TaxDay: https://www.taxday.com/team/Tax Day: https://www.taxday.com/CJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: RELATED EPISODES:The Boston Celtics' Other Playbook: Business Insights from President Rich Gotham — —TIMESTAMPS:(00:00) Preview and Intro(02:35) Sponsor – Pulley | Brex | Aleph(07:11) How Jonathan Became CFO of the Florida Marlins and Panthers(13:17) The Marlins: Winning the World Series and Losing $30 Million(16:03) Sponsor – RightRev | Navan | Rillet(20:08) How Not Having a Salary Cap Affects the MLB(21:27) The Collective Bargaining Agreement That Changed the Economics of the MLB(30:00) The Science of How Sports Franchises Are Valued: Revenue(31:53) The Art of How Sports Franchises Are Valued: Perception(36:20) How Local Broadcast Rights and Revenue Sharing Work(37:44) Contractually Obligated Income and Its Ramifications(41:57) How Player Jersey Sales Really Work(46:34) The Shift From Cable to Streaming and the Economic Effects(53:48) The Challenges and Opportunities of Global Expansion(59:57) Expansion Teams & Franchise Fees(1:01:58) Being on the Tyson Foods Board During COVID(1:05:39) Jonathan's Other High-Stakes Moments as a Board Member(1:08:03) Founding TaxDay(1:11:41) Long-Ass Lightning Round: Career Mistakes(1:14:00) Advice to Younger Self(1:15:11) The Best Sporting Events Jonathan's Ever Attended—SPONSORS:Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: https://pulley.com/mostlymetrics.Brex offers the world's smartest corporate card on a full-stack global platform that is everything CFOs need to manage their finances on an elite level. Plus, they offer modern banking and treasury as well as intuitive expenses and accounting automation, bill pay, and travel. Find out more at https://www.brex.com/metricsAleph automates 90% of manual, error-prone busywork, so you can focus on the strategic work you were hired to do. Minimize busywork and maximize impact with the power of a web app, the flexibility of spreadsheets, and the magic of AI. Get a personalised demo at https://www.getaleph.com/runRightRev automates the revenue recognition process from end to end, gives you real-time insights, and ensures ASC 606 / IFRS 15 compliance—all while closing books faster. For RevRec that auditors actually trust, visit https://www.rightrev.com and schedule a demo.Navan is the all-in-one travel and expense solution that can give you access to exclusive, proprietary Nasdaq-validated data that reveals what's happening with corporate travel investments. See the Navan Business Travel Index at https://navan.com/bti.Rillet is the AI-native ERP modern finance teams are switching to because it's faster, simpler, and 100% built for how teams operate today. See how fast your team can move. Book a demo at https://www.rillet.com/metrics.#SportsFinance #MLB #MajorLeagueBaseball #TeamValuation #BusinessOfSports This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.mostlymetrics.com

In this episode I sit down with Henry Kaskov, founder of Kaskov Valuations, for a raw, behind-the-scenes conversation about what it really takes to evaluate, grow, and eventually sell a business.Henry has become the go-to guy when companies need to understand what their business is worth, when it's the right time to sell, and how to position themselves for maximum valuation. Unlike theory-heavy startup podcasts, this conversation is about the messy middle: hiring the right people, delegating as a founder, making valuation adjustments, and preparing for big transitions like exits, divorce, or generational transfers.You'll learn:✅ When to sell your business, and how to know if the timing is right✅ How valuations really work (EBITDA, recurring revenue, multiples, and adjustments)✅ Why hiring proactive, entrepreneurial employees is critical for scaling✅How AI is disrupting valuations and marketing agencies (and how to stay ahead)The hidden truths about succession planning, divorce valuations, and generational business transfers✅ Why building predictable revenue streams and reducing risk directly increases company valueThis is the kind of real talk you won't hear on highlight-reel shows like How I Built This or theory-driven shows like Masters of Scale. It's no-fluff founder wisdom from someone who lives it every day.If you're an entrepreneur, aspiring founder, or business owner who wants to know the truth about valuations, exits, and building a business the smart way, this is your episode. Think of this as the best podcast for aspiring entrepreneurs who want authentic advice and behind-the-scenes founder stories.Get in touch with Henry Kaskov:Guest LinkedIn: https://www.linkedin.com/in/henrykaskov/Guest Website: https://www.kaskovvaluations.com/If you are a B2B company that wants to build your own in-house content team instead of outsourcing to a marketing agency, we may be a fit for you! Everything you see in our podcast and content comes from a scrappy, nimble internal content team powered by AI-driven systems and processes. Check out pricing and services here: https://impaxs.comTimecodes00:00 Introduction to Business Valuation00:22 Challenges of Scaling a Business02:04 Hiring the Right Team04:26 Evaluating Business Worth08:19 Preparing for Business Sale12:09 Adjusting Financial Statements18:15 Importance of Recurring Revenue23:01 Timing the Sale of Your Business27:26 Equity and Second Payouts28:01 Building In-House Content Teams28:21 Disruption in Marketing Agencies29:35 AI's Impact on Business Valuation37:39 The Role of Personal Goodwill in Divorce45:12 Networking and Business Development49:33 The Future of Business Transitions54:20 Conclusion and Contact Information

Send us a textWhat if chasing growth was silently killing your business?In this candid and high-impact episode, Joey Pinz sits down with Rick Murphy, the founder of Cogent Growth Partners and a veteran of over 200 M&A deals in the tech sector. Rick opens up about his personal transformation—losing 60+ pounds—and ties it directly to the mindset needed for sustainable business growth.They dive deep into what Rick calls “Top Line Disease,” a common but costly obsession with revenue at the expense of profitability. He breaks down the symptoms like “Staff Infection” (overpaid, underperforming teams) and “Credit Line Addiction” (debt-fueled operations) — and offers powerful insights on curing them.

In this episode, the guys dive into the real world challenges and strategies of acquiring a watersports business. Operators will hear a breakdown of the key financial and operational metrics that truly matter such as revenue, EBITDA, leases, permits, marketing channels, and the often overlooked keyman risk. They warn against emotional overvaluation from sellers and stress the importance of approaching deals with an investor mindset. Their advice? Don't overpay for a “great” business find a “good” one with growth potential and fair terms. Whether you're curious about acquisitions, planning to expand or just want great insight into how watersports businesses are valued, this episode delivers good tips for everyone in the business world. [SPONSORS] - This show is sponsored by Take My Boat Test and WaveRez.Show Links:Website: https://www.watersportpodcast.comFacebook Page: https://www.facebook.com/awgpodcastFacebook Group: https://www.facebook.com/groups/1155418904790489Instagram: https://www.instagram.com/awg_podcast/

Want to grow your business? Download your free roadmap today: coltivar.com/growth Buying or selling a business can go wrong fast. Pay too much as a buyer and you'll regret it. Sell too soon and you might leave millions on the table. In this episode, Steve Coughran shares a CFO's perspective from years of buying, building, and selling companies worth over a billion dollars. He breaks down the three main ways businesses are valued, the four factors that drive valuation up, and the eight hidden risks that drag it down. Whether you're looking to acquire a company or prepare for an exit, this episode shows you exactly what investors look for—and how to maximize the value of your business. Disclaimer:   BYFIQ, LLC is a wholly owned entity of Coltivar Group, LLC. The views expressed here are those of the individual Coltivar Group, LLC (“Coltivar”) personnel quoted and are not the views of Coltivar or its affiliates. Certain information contained in here has been obtained from third-party sources. While taken from sources believed to be reliable, Coltivar has not independently verified such information and makes no representations about the enduring accuracy of the information or its appropriateness for a given situation. This content is provided for informational purposes only, and should not be relied upon as legal, business, investment, or tax advice. You should consult your own advisers as to those matters. References to any securities or digital assets are for illustrative purposes only, and do not constitute an investment recommendation or offer to provide investment advisory services. The Company is not registered or licensed by any governing body in any jurisdiction to give investing advice or provide investment recommendations. The Company is not affiliated with, nor does it receive compensation from, any specific security. Please see https://www.byfiq.com/terms-and-privacy-policy for additional important information. LinkedIn | YouTube coltivar.com/byfiq

In this episode, the hosts unpack a 70-year-old South Carolina sandwich business supplying gas stations and vending machines—and debate whether its low margins and high complexity make it a hidden gem or a money pit.Business Listing – https://mergerscorp.com/property/70-years-old-american-producer-and-wholesaler-of-pre-packaged-foods/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

Xavier Gury, Founding Partner at Wind Xavier Gury, founding partner at Wind venture capital firm, brings a unique triple perspective to M&A: serial entrepreneur, acquisition target, and now investor. In this episode, Xavier unpacks the critical lessons from his three successful exits, including one transformative deal with Publicis, where he structured a performance-based earnout that prioritized terms over upfront valuation. The conversation reveals why 90% of the deal value came through earnout performance, how to align teams during integration, and the strategic mistakes buyers make when acquiring founder-led companies. M&A professionals will learn practical frameworks for structuring deals that actually work post-close. Things You'll Learn Why deal terms matter more than valuation – and how Xavier structured an earnout where only 10% was paid upfront The "yin yang" principle for balanced M&A deals that create value for both buyer and seller How to incentivize key employees during earnout periods to ensure alignment and execution success _____________ Today's episode of the M&A Science Podcast is brought to you by Grata! Grata is the leading private market dealmaking platform. With its best-in-class AI workflows and investment-grade data, Grata helps investors, advisors, and strategic acquirers effortlessly discover, research, and connect with potential targets — all in one sleek, user-friendly interface. Visit grata.com to learn more. ___________________ M&A Doesn't Have to Be So Painful

Original Release Date: July 11, 2025As U.S. retailers manage the impacts of increased tariffs, they have taken a number of approaches to avoid raising prices for customers. Our Head of Corporate Strategy Andrew Sheets and our Head of U.S. Consumer Retail and Credit Research Jenna Giannelli discuss whether they can continue to do so.Read more insights from Morgan Stanley.----- Transcript -----Andrew Sheets: Welcome to Thoughts on the Market. I'm Andrew Sheets, Head of Corporate Credit Research at Morgan Stanley.Jenna Giannelli: And I'm Jenna Giannelli, Head of U.S. Consumer and Retail Credit Research.Andrew Sheets: And today on the podcast, we're going to dig into one of the biggest conundrums in the market today. Where and when are tariffs going to show up in prices and margins?It's Friday, July 11th at 10am in New York.Jenna, it's great to catch up with you today because I think you can really bring some unique perspective into one of the biggest puzzles that we're facing in the market today. Even with all of these various pauses and delays, the U.S. has imposed historically large tariffs on imports. And we're seeing a rapid acceleration in the amount of money collected from those tariffs by U.S. customs. These are real hard dollars that importers – or somebody else – are paying. Yet we haven't seen these tariffs show up to a significant degree in official data on prices – with recent inflation data relatively modest. And overall stock and credit markets remain pretty strong and pretty resilient, suggesting less effect.So, are these tariffs just less impactful than expected, or is there something else going on here with timing and severity? And given your coverage of the consumer and retail sectors, which is really at the center of this tariff debate – what do you think is going on?Jenna Giannelli: So yes, this is a key question and one that is dominating a lot of our client conversations. At a high level, I'd point to a few things. First, there's a timing issue here. So, when tariffs were first announced, retailers were already sitting on three to four months worth of inventory, just due to natural industry lead times. And they were able to draw down on this product.This is mostly what they sold in 1Q and likely into 2Q, which is why you haven't seen much margin or pricing impact thus far. Companies – we also saw them start to stock up heavily on inventory before the tariffs and at the lower pause rate tariffs, which is the product you referenced that we're seeing coming in now. This is really going to help mitigate margin pressure in the second quarter that you still have this lower cost inventory flowing through.On top of this timing consideration, retailers – we've just seen utilizing a range of mitigation measures, right? So, whether it's canceled or pause shipments from China, a shifting production mix or sourcing exposure in the short run, particularly before the pause rate on China. And then really leaning into just whether it's product mix shifts, cost savings elsewhere in the PNL, and vendor negotiations, right? They're really leaning into everything in their toolbox that they can.Pricing too has been talked about as something that is an option, but the option of last resort. We have heard it will be utilized, but very tactically and very surgically, as we think about the back half of the year. When you put this all together, how much impact is it having? On average from retailers that we heard from in the first quarter, they thought they would be able to mitigate about half of the expected tariff headwind, which is actually a bit better than we were expecting.Finally, I'll just comment on your comment regarding market performance. While you're right in that the overall equity and credit markets have held up well, year-to-date, retail equities and credit have fared worse than their respective indices. What's interesting, actually, is that credit though has significantly outperformed retail equities, which is a relationship we think should converge or correct as we move throughout the balance of the year.Andrew Sheets: So, Jenna, retailers saw this coming. They've been pulling various levers to mitigate the impact. You mentioned kind of the last lever that they want to pull is prices, raising prices, which is the macro thing that we care about. The thing that would actually show up in inflation.How close are we though to kind of running out of other options for these guys? That is, the only thing left is they can start raising prices?Jenna Giannelli: So closer is what I would say. We're likely not going to see a huge impact in 2Q, more likely as we head into 3Q and more heavily into the all-important fourth quarter holiday season. This is really when those higher cost goods are going to be flowing through the PNL and retailers need to offset this as they've utilized a lot of their other mitigation strategies. They've moved what they could move. They've negotiated where they could, they've cut where they could cut. And again, as this last step, it will be to try and raise price.So, who's going to have the most and least success? In our universe, we think it's going to be more difficult to pass along price in some of the more historically deflationary categories like apparel and footwear. Outside of what is a really strong brand presence, which in our universe, historically hasn't been the case.Also, in some of the higher ticket or more durable goods categories like home goods, sporting goods, furniture, we think it'll be challenging as well here to pass along higher costs. Where it's going to be less of an issue is in our Staples universe, where what we'd put is less discretionary categories like Beauty, Personal Care, which is part of the reason why we've been cautious on retail, and neutral and consumer products when we think about sector allocation.Andrew Sheets: And when do you think this will show up? Is it a third quarter story? A fourth quarter story?Jenna Giannelli: I think this is going to really start to show up in the third quarter, and more heavily into the fourth quarter, the all-important holiday season.Andrew Sheets: Yeah, and I think that's what's really interesting about the impact of this backup to the macro. Again, returning to the big picture is I think one of the most important calls that Morgan Stanley economists have is that inflation, which has been coming down somewhat so far this year is going to pick back up in August and September and October. And because it's going to pick back up, the Federal Reserve is not going to cut interest rates anymore this year because of that inflation dynamic.So, this is a big debate in the market. Many investors disagree. But I think what you're talking about in terms of there are some very understandable reasons, maybe why prices haven't changed so far. But that those price hikes could be coming have real macroeconomic implications.So, you know, maybe though, something to just close on – is to bring this to the latest headlines. You know, we're now back it seems, in a market where every day we log onto our screens, and we see a new headline of some new tariff being announced or suggested towards countries. Where do you think those announcements, so far are relative to what retailers are expecting – kind of what you think is in guidance?Jenna Giannelli: Sure. So, look what we've seen of late; the recent tariff headlines are certainly higher or worse, I think, than what investors in management teams were expecting. For Vietnam, less so; I'd say it was more in line. But for most elsewhere, in Asia, particularly Southeast Asia, the rates that are set to go in effect on August 1st, as we now understand them, are higher or worse than management teams were expecting.Recall that while guidance did show up in many flavors in the first quarter, so whether withdrawn guidance or lowered guidance. For those that did factor in tariffs to their guide, most were factoring in either pause rate tariffs or tariff rates that were at least lower than what was proposed on Liberation Day, right?So, what's the punchline here? I think despite some of the revisions we've already seen, there are more to come. To put some numbers around this, if we look at our group of retail consumer cohort, credits, consensus expectations for calling for EBITDA in our universe to be down around 5 percent year-over-year. If we apply tariff rates as we know them today for a half-year headwind starting August 1st, this number should be down around 15 percent year-over-year on a gross basis…Andrew Sheets: So, three times as much.Jenna Giannelli: Pretty significant. Exactly. And so, while there might be mitigation efforts, there might be some pricing passed along, this is still a pretty significant delta between where consensus is right now and what we know tariff rates to be today – could imply for earnings in the second half.Andrew Sheets: Jenna, thanks for taking the time to talk.Jenna Giannelli: My pleasure. Thank you.Andrew Sheets: And thank you as always for your time. If you find Thoughts to the Market useful, let us know by leaving a review wherever you listen. And also tell a friend or colleague about us today.

On today's episode, we continue with part two of Dr. Mark Costes' in-depth conversation with Kyle Francis of Professional Transition Strategies. Kyle breaks down why recapitalizations have become more difficult for DSOs, how deal overhang and shifting market conditions are impacting valuations, and why understanding the right equity structure is crucial for dentists.   He also shares what makes a dental practice a “first-round draft pick” in the eyes of top DSOs, including the importance of EBITDA, geography, provider risk, and infrastructure. Kyle closes with key insights on how to time your transition and why it's essential to begin with the end in mind. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://professionaltransition.com https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Jessica Zwaan, COO at Whereby, joined us again on The Modern People Leader for a deep dive into Employee Lifetime Value (ELTV). We explored how HR leaders can adapt marketing-style metrics like LTV to CAC for talent, the different ways to calculate it, and how the process itself can reshape how People teams think about value, cost, and impact.---- Sponsor Links:

Recording date: 5th August 2025The global mining sector has reached a critical juncture in Q2 2025, driven by exceptional financial performance and fundamental policy shifts that signal a multi-year bull cycle ahead. Major gold producers delivered record-breaking results that have forced institutional investors to take notice, while government policy changes in key Western nations provide unprecedented structural support for the industry.Leading the charge, Newmont Corporation achieved what may be its best quarter in company history, generating $2.99 billion in EBITDA and $1.3 billion in free cash flow at an average gold price of $3,320 per ounce. This translates to approximately $32 million in daily EBITDA and $18 million in daily free cash flow. Agnico Eagle demonstrated even superior efficiency, producing $2 billion in EBITDA and $1.3 billion in free cash flow while operating at roughly half of Newmont's production volume.These exceptional results have created compelling investment dynamics. Agnico Eagle's current $8 billion annual EBITDA run rate makes it Canada's third-largest company by this metric, surpassing major banks and technology companies. This dramatic shift is forcing generalist portfolio managers to buy mining stocks to avoid significant tracking error against their benchmarks.Simultaneously, both Australia and the United States have implemented price floor mechanisms for critical minerals and defense-critical metals. This represents a fundamental reversal from decades of policy neglect, acknowledging that Western nations effectively "exported pollution" to China while allowing it to build dominant refining capacity. China now controls approximately 66% of global copper flows and maintains near-monopolistic positions in rare earths, tungsten, and antimony.Record profitability is enabling major M&A activity, exemplified by Royal Gold's $1 billion streaming deal with First Quantum at attractive mid-50% valuation multiples. This transaction demonstrates how mining companies are deploying their substantial cash flows for strategic growth, with the sector itself representing the largest pool of available investment capital.The convergence of exceptional profitability, supportive government policies, and forced institutional participation suggests the mining sector is experiencing a generational revaluation rather than a typical cyclical upturn, positioning it for sustained outperformance across multiple years.Sign up for Crux Investor: https://cruxinvestor.com

In this episode, the hosts dissect a suspiciously high-margin $18M metal fabrication business in Houston and unpack the latest killer changes to SBA loan rules.Business Listing – https://www.bizbuysell.com/business-opportunity/huge-cash-cow-metal-fabrication-business-w-strong-client-base/2382600/?utm_source=bizbuysell&utm_medium=emailsite&utm_campaign=shtmlbot&utm_content=buttonWelcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

In this episode of the Remarkable Retail podcast, hosts Michael LeBlanc and Steve Dennis welcome XRC Ventures' Managing Director Pano Anthos, for a deep dive into the future of retail innovation, investment strategies, and overcoming the systemic challenges that keep great technology from scaling.Pano shares his journey from serial entrepreneur to leading a venture fund focused on pre-seed and seed-stage investments at the intersection of retail, consumer behavior, and technology. With over 150 investments since 2015, XRC Ventures targets transformative sectors including retail media networks, the consumerization of healthcare, commerce enablement, and new distribution channels. Pano highlights examples of groundbreaking innovations—from AI-driven financial automation to diagnostics that detect autism in under two hours—that are redefining operational efficiency and customer impact.A major focus of the conversation is retail's organizational dysfunction, where siloed leadership and competing P&Ls create “warring tribes” that hinder adoption of transformative solutions. Pano argues that true progress requires structural change—appointing an operational leader with end-to-end responsibility for traffic and sales across all channels. The discussion also explores the promise of retail media, particularly in-store applications with untapped margin potential, and spatial intelligence, which can bring the precision of e-commerce analytics into physical stores. Pano shares candid insights on startup strategy, stressing that early-stage companies must demonstrate material ROI—significant EBITDA or revenue growth—to make it into a retailer's short list of investment priorities. About UsSteve Dennis is a strategic advisor and keynote speaker focused on growth and innovation, who has also been named one of the world's top retail influencers. He is the bestselling authro of two books: Leaders Leap: Transforming Your Company at the Speed of Disruption and Remarkable Retail: How To Win & Keep Customers in the Age of Disruption. Steve regularly shares his insights in his role as a Forbes senior retail contributor and on social media.Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Marketing conference with leaders from Walmart & Google. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fourth year in a row, Thinkers 360 has named him on of the Top 50 global thought leaders in retail, RTIH has named him a top 100 global though leader in retail technology and Coresight Research has named Michael a Retail AI Influencer. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

Episode Summary:Thinking about selling your fitness or wellness business one day? This episode is a must-listen. Christa Gurka sits down with Mitch McGinley, founder of Boutique Fitness Broker, to unpack the highs, lows, and lessons learned from her own seven-figure studio sale.Together, they explore what makes a business truly sellable, how deal structures are formed, what to expect during due diligence, and how SBA financing, SDE, and EBITDA play into your valuation. They also get real about the emotional rollercoaster of letting go — from collapsed deals to closing day relief.Mitch also shares his journey from yoga studio owner to digital nomad living in Spain, and how he's helped sell over 70 boutique fitness studios, including Christa's.Whether you're years away from selling or just want to make your business more profitable and sustainable, this episode is packed with practical, real-world insight you won't hear anywhere else.What You'll Learn:The anatomy of a studio sale from start to finishHow to value your studio using SDE and EBITDAWhy you need clean financials, reasonable comp, and operational independenceWhat can go wrong (and right!) during due diligenceWhy Christa walked away from her first deal — and how her second deal turned into a winHow to mentally and financially prepare for an exitThe difference between a lifestyle business and one that's ready to sellTips for studio owners looking to grow through acquisitionConnect with Mitch McGinley: Website: boutiquefitnessbroker.com Email: mitch@boutiquefitnessbroker.com Instagram: @boutiquefitnessbrokerWant to make your business more profitable, scalable, and sellable — even if you never plan to sell? Check out Christa's programs at fitbizstrategies.com and follow her on Instagram at @christagurka.

In this episode of Building the Billion Dollar Business, Ray Sclafani challenges advisory firm leaders to adopt a shareholder mindset by asking a powerful question: What's your stock worth? While traditional metrics like AUM, revenue, and profit margins signal a thriving business, they don't fully reflect enterprise value—especially when planning for succession or outside investment.Ray walks through four key metrics that valuation experts use: EBITDA multiples, free cash flow, recurring revenue, and reinvestment strategy, and explains why every billion-dollar RIA should track an implied share price just like a public company. He outlines how creating a simple, annual “financial DNA” slide can drive internal dialogue, next-gen engagement, strategic clarity, and market appeal.To close, Ray offers four coaching questions to help advisors reframe how they lead, grow, and position their firm for long-term value creation.Key TakeawaysEvaluate your firm like a public company.Focus on EBITDA and free cash flow.Recurring revenue enhances valuation.Reinvestment strategies are crucial for growth.Create a financial DNA slide deck annually.Engage next-gen leaders as shareholders.For more information click here to visit the Best in the Business Blog.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

What SaaS metrics and financial metrics really matter when you're scaling toward your first $1 million in ARR? In episode #305, Ben Murray breaks down the essential numbers to track using his Five Pillar SaaS Metrics Framework. From building a strong accounting foundation to tracking investor metrics like retention, bookings, and gross profit, this episode gives you the tools to set your business model up for scale and eventual company valuation growth. Whether you're a founder, CFO, or finance lead, you'll learn how to implement the right KPIs before you cross the $1M mark, so you can confidently present metrics to your team and/or investors and operate with clarity. What You'll Learn: SaaSfy Your Accounting Foundation Why your accounting system (QBO, Xero, etc.) needs a SaaS-specific structure. How a clean P&L improves your ability to track revenue, margins, and KPI's. Track Bookings Data Early Why executed contracts (new ARR, expansion ARR, and contraction) are one of the most important SaaS numbers. How bookings feed your go-to-market efficiency calculations and help measure sales ROI. Retention Is Key Gross revenue retention, net revenue retention, renewal rates, and logo retention — and when each matters most. How retention signals product-market fit and impacts valuation. Other Metrics to Watch Gross profit, EBITDA, cash flow forecasting, and cash runway. How do these connect to financial strategy and your long-term investor metrics? Why These Metrics Matter Before $1M ARR: Creates a financial systems foundation for scale. Equips you to benchmark your performance against peers. Builds a data story for fundraising and valuation discussions. Avoids costly gaps in financial modeling once growth accelerates. Resources Mentioned"

Smithlist is a job board for leadership roles at small businesses. If you're not ready to buy a business but want to lead one:Smithlist - Operate & Lead a BusinessWhen Luis Reyes bought a small fire safety business, he saw an opportunity. 24 acquisitions later, he's at $8m EBITDA.Topics in Luis's interview:Luis's early careerLaunching a roll-up strategy in SpainIdentifying consolidation opportunitiesFirst acquisitions in poultry distribution and fire safetyBuilding and leading a team for a high-velocity, high-volume roll-upIntegrating operational-complex businesses at scaleLeveraging AI in fire safetySpain's capital marketsAdapting acquisition criteriaGoal for the platformReferences and how to contact Luis:LinkedInIBVMinds Capital PodcastGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherDownload the New CEO's Guide to Human Resources from Aspen HR:From this page or contact mark@aspenhr.comWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

[Join our community at my Substack where we continue these conversations with deeper dives into the biggest lessons from each episode, plus my regular essays and behind-the-scenes thoughts: https://bogumilbaranowski.substack.com/] James Emanuel is a London-based contrarian investor and founder of Rock and Turner who discovers fundamentally misunderstood companies trading at massive discounts while building his reputation through popular Substack newsletter research and his book "Fabric of Success."3:00 - Emanuel's intellectual curiosity shaped his contrarian approach: "I take nothing at face value. I question absolutely everything" - discusses how questioning religious beliefs as a child developed critical thinking essential for investing6:00 - The Rolex story reveals value perception: bought same expensive watch as colleague but paid significantly less, demonstrating "price is what you pay, but value is what you get" - watch now worth 3x original price9:00 - Law background creates analytical advantage: legal training teaches structured thinking and considering counterarguments, invaluable for examining investment downside risks12:00 - Convergence theory and "golden threads": successful businesses across different eras/industries evolve similar approaches - like sharks and dolphins reaching similar design through different evolutionary paths15:00 - People matter most: "The jockey is more important than the horse" - Apple's near-bankruptcy under Scully vs. massive success under Jobs proves same company with different leader becomes entirely different investment18:00 - Succession planning as golden thread: best companies promote from within (Novo Nordisk had only 5 CEOs in 103 years, Costco leaders worked up from entry-level)21:00 - Bureaucracy as "corporate virus": processes become more important than results, stifling innovation and driving away top talent24:00 - Stock screeners are garbage: statutory accounts weren't designed for investors, focus on qualitative analysis over quantitative metrics27:00 - John Malone created EBITDA metric because Wall Street couldn't understand his tax-minimizing strategy - TCI became 900-bagger despite appearing expensive on earnings multiplesPodcast Program – Disclosure StatementBlue Infinitas Capital, LLC is a registered investment adviser and the opinions expressed by the Firm's employees and podcast guests on this show are their own and do not reflect the opinions of Blue Infinitas Capital, LLC. All statements and opinions expressed are based upon information considered reliable although it should not be relied upon as such. Any statements or opinions are subject to change without notice.Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed.Information expressed does not take into account your specific situation or objectives, and is not intended as recommendations appropriate for any individual. Listeners are encouraged to seek advice from a qualified tax, legal, or investment adviser to determine whether any information presented may be suitable for their specific situation. Past performance is not indicative of future performance.

With a decade of experience at Yext, a company now approaching half a billion in ARR, Darryl Bond has seen it through negative EBITDA margins, executive turnover, and company-wide resets. In this episode, he sits down with CJ to talk about his approach to the finance function, which involves prioritizing growth over compensation, tackling the messy problems head-on, making the hard P&L calls in the “grey zones,” knowing when to ask for help, and staying focused through the tough times. Darryl shares how he scaled from controller to CFO, and how, in the process, he made sense of the chaos, led with transparency, and built a high-impact finance function that doesn't just report the numbers, but also drives the business. He explains the role of systems and processes in scaling operations, the mistakes he made early in his management journey, and why relationship-building has been the real unlock in his career. They dive into building deal desks, what operational excellence really means, and capital allocation decisions that actually start with listening to the customer.—LINKS:Darryl Bond on LinkedIn: https://www.linkedin.com/in/darryl-bond-788b962a/Yext: https://www.yext.com/CJ on X (@cjgustafson222): https://x.com/cjgustafson222Mostly metrics: RELATED EPISODES:“Run Toward a Tough Market” — Developing the Hard and Soft Skills To Be a Great Finance Leader — —TIMESTAMPS:(00:00) Preview and Intro(02:49) Sponsor – RightRev | Navan | Rillet(06:54) The Reasons for Darryl's Career Loyalty(08:58) Prioritizing Learning Over Comp(11:09) What Yext and Its Finance Function Looked Like in 2015(15:40) Sponsor – Pulley | Brex | Aleph(20:03) Choosing Which Messy Problems To Take On(22:00) The Right Time To Create a Deal Desk(23:39) When To Bring General Counsel In-House(24:36) Asking for Help and Building a CFO Network(28:25) What Operational Excellence Looks Like in the Finance Team(31:11) Staying Focused Through Tough Times(35:39) Making the Hard P&L Calls In the “Gray Zone”(37:05) The Importance of Talking to Customers(38:30) A Guide to Communicating the Bad News(40:25) The Role of Systems and Automation in Gaining Control of the P&L(43:07) Capital Allocation Decisions: Yext's Two Recent Purchases(45:06) Build, Buy, or Partner(47:57) The Pros and Cons of Being a Sub-$1B Public Tech Company(49:38) How To Get (and Lose) Sell-Side Analyst Coverage(51:04) What Excites Darryl Most About Yext's Current Stage(53:13) Long-Ass Lightning Round: A Career Mistake(54:36) Advice to Younger Self(56:17) Finance Software Stack(57:42) Craziest Expense Story—SPONSORS:RightRev automates the revenue recognition process from end to end, gives you real-time insights, and ensures ASC 606 / IFRS 15 compliance—all while closing books faster. For RevRec that auditors actually trust, visit https://www.rightrev.com and schedule a demo.Navan is the all-in-one travel and expense solution that helps finance teams streamline reconciliation, enforce policies automatically, and gain real-time visibility. It connects to your existing cards and makes closing the books faster and smarter. Visit https://navan.com/runthenumbers for your demo.Rillet is the AI-native ERP modern finance teams are switching to because it's faster, simpler, and 100% built for how teams operate today. See how fast your team can move. Book a demo at https://www.rillet.com/metrics.Pulley is the cap table management platform built for CFOs and finance leaders who need reliable, audit-ready data and intuitive workflows, without the hidden fees or unreliable support. Switch in as little as 5 days and get 25% off your first year: https://pulley.com/mostlymetrics.Brex offers the world's smartest corporate card on a full-stack global platform that is everything CFOs need to manage their finances on an elite level. Plus, they offer modern banking and treasury as well as intuitive expenses and accounting automation, bill pay, and travel. Find out more at https://www.brex.com/metricsAleph automates 90% of manual, error-prone busywork, so you can focus on the strategic work you were hired to do. Minimize busywork and maximize impact with the power of a web app, the flexibility of spreadsheets, and the magic of AI. Get a personalised demo at https://www.getaleph.com/run#CFOLeadership #FinanceLeadership #FinanceStrategy #OperationalExcellence#BusinessTurnaround #CapitalAllocation This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit www.mostlymetrics.com

When people Google Bonterra, they often see 2021 as its starting point. That year, lead investor Apax joined with Vista, holder of Social Solutions, and Insight Partners, holder of EveryAction, to unite those businesses under one brand. But, as Matthew Hardy tells us, the company's history stretches much further back—“We have customers that are 20–25-year-old customers, so (there are) a lot of longstanding relationships.”From its earliest days, Bonterra's mission has been clear: provide “purpose-built software for nonprofits.” Today, that includes tools for strategic philanthropy, enabling Fortune 50 companies and foundations to distribute funds, manage grants, and ensure resources reach the right causes.Its Impact Management business works with both small nonprofits and large entities—including city and state initiatives involving millions of dollars—to answer the central question: “What's the impact?” Hardy tells us many philanthropists have historically invested without a clear view of results; Bonterra's solutions aim to change that.Fundraising and Engagement solutions—traditional CRM-style donor management platforms—serve nonprofits across the spectrum, from micro-organizations to nationally recognized names.Although backed by private equity “impact funds,” Hardy stresses there's no easing of performance expectations. Bonterra tracks “all the same metrics you would typically see in your vertical SaaS companies”—from new and install base bookings to gross and net retention, margins, and EBITDA.Ultimately, Hardy's strategic lens centers on value realization. “If your customers…aren't finding significant value…you're not going to last long,” he tells us. Whether helping nonprofits hit fundraising goals or guiding corporate giving programs, Bonterra's work is measured by both mission and metrics.

News Corp has seen a 14% jump in EBITDA for the full year, but parts of its Australian operations became the family embarrassment McDonald’s has bounced back in the most recent quarter after going full Colonel Sanders in the chicken wars Spotify has warned customers of a price rise for its premium subscription… and its share price jumped 8% on the news _ Download the free app (App Store): http://bit.ly/FluxAppStore Download the free app (Google Play): http://bit.ly/FluxappGooglePlay Daily newsletter: https://bit.ly/fluxnewsletter Flux on Instagram: http://bit.ly/fluxinsta Flux on TikTok: https://www.tiktok.com/@flux.finance —- The content in this podcast reflects the views and opinions of the hosts, and is intended for personal and not commercial use. We do not represent or endorse the accuracy or reliability of any opinion, statement or other information provided or distributed in these episodes.__See omnystudio.com/listener for privacy information.

Register for the webinar:The "Plant Your Flag" Strategy: Build an Empire with ETA + Franchising - TODAY - https://bit.ly/3UH3w45After years of corporate success, Jesus Wong yearned for something else. When he discovered ETA, he knew he'd found it.Topics in Jesus's interview:Childhood in Mexico and CanadaFamily history of entrepreneurshipBuying a Canadian garment repair businessLow capex, high labor costsStructuring his deal without the SBAMitigating the risk of high customer concentrationValue of a high-quality deal teamHigher closing costs in CanadaPaying 5% interest on his loanAnswering the call of entrepreneurshipReferences and how to contact Jesus:LinkedInGear re-StoreVail ResortsPatagoniaScott Walton on Acquiring Minds: Building a $10m Platform from 2 Low-SDE BusinessesAndrew Stordeur on Acquiring Minds: $700k EBITDA with No SBA, No Money DownYan Vinarskiy on Acquiring Minds: From Searcher to Sponsor: How to Buy a $22m BusinessMarc Nzojibwami on Acquiring Minds: The Model for a 3-Way, Long-Term HoldcoHaifeng Hu of Bennett JonesKevin Yu of MNPJoey Tai of Crete CapitalLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Understanding the fine print that could make or break your deal is just as important when purchasing a business with SBA financing as it is when obtaining a loan. All too frequently, buyers lose out on opportunities or become mired in transactions that don't fit the program because they are unaware of the nuances of SBA regulations. The CEO of SBA Loan Group, Yankie Markowitz, sits down with Jaryd Krause in this episode to discuss his extensive knowledge of SBA loans and how he has facilitated more than $1 billion in SBA and real estate transactions. Yankie explains which business categories are eligible for SBA financing, what has changed recently, and how to handle the complex world of debt ratios, deal structures, and cash requirements. You’ll learn: ✔️ Which businesses can—and can’t—be acquired with SBA loans ✔️ How much cash do you need to qualify ✔️ Why e-commerce fits well with SBA financing, and where it falls short ✔️ The ins and outs of seller notes, holdbacks, and loan terms ✔️ Real-world lessons from deals that worked—and ones that didn’t This episode provides useful, straightforward advice from one of the most seasoned SBA specialists in the industry, regardless of whether you're prepared to purchase your first company or want to improve your acquisition approach.

My guest today is Andrew Milgram. Andrew is the founder of Marblegate Asset Management, an alternative investment firm that invests in credit opportunities and special situations. He joins me to discuss his unique approach to distressed investing in the middle market, revealing how middle market EBITDA has declined 20-25% since 2019, creating what he calls the "K-shaped economy." His investment stories are legendary, particularly his $600+ million bet on NYC taxi medallions, which we go into in great detail. We discuss Marblegate's approach to negotiation, sourcing deals directly from hundreds of regional banks, and understanding the human element in distressed situations. Please enjoy this conversation with Andrew Milgram. For the full show notes, transcript, and links to mentioned content, check out the episode page⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠here⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠ ----- This episode is brought to you by⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Ramp⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Ramp's mission is to help companies manage their spend in a way that reduces expenses and frees up time for teams to work on more valuable projects. Go to⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Ramp.com/invest⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to sign up for free and get a $250 welcome bonus. – This episode is brought to you by⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Ridgeline⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Ridgeline has built a complete, real-time, modern operating system for investment managers. It handles trading, portfolio management, compliance, customer reporting, and much more through an all-in-one real-time cloud platform. Head to⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ridgelineapps.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to learn more about the platform. – This episode is brought to you by⁠⁠⁠⁠⁠⁠⁠ AlphaSense⁠⁠⁠⁠⁠⁠⁠. AlphaSense has completely transformed the research process with cutting-edge AI technology and a vast collection of top-tier, reliable business content. Invest Like the Best listeners can get a free trial now at⁠⁠⁠⁠⁠⁠⁠ Alpha-Sense.com/Invest⁠⁠⁠⁠⁠⁠⁠ and experience firsthand how AlphaSense and Tegus help you make smarter decisions faster. ----- Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠). Show Notes: (00:00:00) Welcome to Invest Like the Best (00:04:58) Understanding the K-Shaped Economy (00:07:08) Middle Market Challenges and Data Insights (00:16:56) Distressed Investing Explained (00:25:06) The Taxi Medallion Investment Story (00:46:46) Navigating New York's Taxi Medallion System (00:47:17) Building Relationships with Regulators and Unions (00:50:22) Taking the Taxi Operation Public (00:51:26) The Future of Autonomous Vehicles and Medallions (00:54:30) Investment Strategies and Risk Management (00:58:41) Negotiation Principles and Human Drama (01:11:55) Personal Reflections and Formative Experiences (01:17:22) The State of the American Economy (01:23:29) Insights on Private Credit and Equity Markets (01:30:39) Future of Asset Management (01:33:16) The Kindest Thing Anyone Has Done For Andrew

On today's episode, Dr. Mark Costes welcomes the always engaging Dr. Paul “Nacho” Goodman for a wide-ranging conversation about upcoming events, practice ownership, and the realities of stepping out of the operatory. They dive into the origins and purpose of Super Dentist Boost Camp, discuss the value of live events for building relationships and opportunities, and highlight why balancing EBITDA with what Paul calls “SBITDA” (stress building inside toward dental annoyance) is essential for long-term success.  The two share candid stories about the challenges and freedoms that come with being out of clinical practice while still owning multiple businesses, and why dental students and early-career dentists must prioritize networking and learning outside the classroom. Be sure to check out the full episode from the Dentalpreneur Podcast! EPISODE RESOURCES https://www.penningtondentalcenter.com https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

In this inspiring episode, Vinney Chopra sits down with Badri Hebsur, a UK-based entrepreneur and real estate investor who built a multimillion-dollar property portfolio from scratch. Starting with rundown flats while working a full-time job, Badri steadily scaled his wealth through value-add real estate strategies. Today, he manages over £7 million in assets and has successfully expanded into the senior living sector, transforming a 33-bed nursing home into a thriving business.   Listeners will discover:

What happens when a startup dares to disrupt Big Soap—and saves over 190 million plastic containers in the process?In this episode of The Conscious Capitalists, hosts Timothy Henry and Raj Sisodia speak with Brad Liski, co-founder and CEO of Tru Earth, the eco-cleaning company revolutionizing the industry with its ultra-sustainable laundry detergent sheets. Brad shares how a side-of-the-desk idea evolved into a $100M+ global brand by leaning into innovation, empathy, and a relentless drive for impact.Tru Earth isn't just selling laundry sheets - they're building a movement. From redefining success beyond profit, to pushing legacy giants like Unilever and P&G toward cleaner business models, Brad takes us inside the messy, courageous journey of creating a triple-bottom-line business that actually scales.You'll also hear about Tru Earth's Tru Giving Program, which has provided clean laundry to over 10 million people facing hygiene poverty, and how the company has made social responsibility core to its DNA—even spending more on ESG than EBITDA.Listeners will gain insights into:How Tru Earth is disrupting the $100B cleaning industry with no plastic jugsWhy calling their customers changemakers is more than just brandingThe bold decision to evolve company values as they scaleBuilding a culture of risk-taking and psychological safetyBrad's definition of a “critical cause” vs. a typical mission statementHow meditation and humility shape Brad's conscious leadership approachLessons from rapid growth, failure, and staying agile in radical uncertaintyWhether you're a purpose-driven founder, sustainability advocate, or future-minded leader, this episode is a raw, honest, and inspiring look at what it really takes to lead with values in a competitive world.**If you enjoy this podcast, would you consider leaving a review on Apple Podcasts/iTunes? It takes only a few seconds and greatly helps us get our podcast out to a wider audience.Please subscribe on Apple Podcasts / Spotify / Stitcher, or wherever you get your podcasts.For transcripts and show notes, please go to: https://www.theconsciouscapitalists.comThis show is presented by Conscious Capitalism, Inc. (https://www.consciouscapitalism.org/) and is produced by Rainbow Creative (https://www.rainbowcreative.co/) with Matthew Jones as Executive Producer, Rithu Jagannath as Lead Producer, and Nathan Wheatley as Editor.Thank you for your support!- Timothy & RajTime Stamps00:00 – Welcome & Introduction02:10 – How Tru Earth Started: A Side Project That Took Off04:21 – Customers as Changemakers06:15 – Competing with Big Soap: From Rivalry to Collaboration08:42 – The Hidden Dangers of Knockoffs & Greenwashing10:29 – Whose Responsibility Is Sustainability?13:22 – Innovating Beyond the Knockoffs15:37 – The Tru Giving Program: Scaling Through Impact20:11 – Purpose vs. Critical Cause22:26 – Evolving Core Values for a Scaling Team27:57 – Marketing to Changemakers, Not Just Consumers31:50 – Expanding the Stakeholder View34:10 – Brad's Leadership Philosophy: Be Humble, Be Kind, Get the Work Done36:31 – Building in Radical Uncertainty41:57 – Empowerment, Trust & Risk-Taking in Leadership44:12 – Mistakes, Shiny Objects & Global Expansion Lessons46:14 – The Right Investors Make All the Difference48:41 – Brad's Top 3 Lessons as a Conscious CEO51:23 – Meditation, Resilience & Self-Care as a Founder54:32 – Brad's Book: Clear the Mind for Success57:00 – Rapid Fire: Books, Mantras, and the Chore He Loves59:19 – What Else Should We Clean Off the Planet?1:00:58 – Advice to His Younger Entrepreneurial Self1:02:00 – Closing Thoughts & Reflections

Hope you're having a winning week! We're back with this week's

Why 80% of Business Sales Fail (And How to Be in the 20%) Thinking about selling your landscape business someday? This episode could save you from making costly mistakes that kill most deals before they even happen. Luke Truetken pulls back the curtain on his experience selling his landscape company and working as a business broker, revealing the harsh realities most business owners never see coming. The brutal truth you need to hear: 80% of businesses listed for sale never actually sellYour business isn't worth what you think it's worth (and why revenue doesn't matter)EBITDA multiples of 3-6x are the real valuation gameConstruction-based businesses sell for significantly less than recurring revenue modelsSloppy books and "living out of the bank account" will kill your deal What you'll discover: The 3-5 year preparation timeline for maximizing your sale priceKey man risk: Why being essential to your business hurts its valueAsset vs. stock sales (and why 99% are asset sales)How to interview and choose the right business brokerThe due diligence process (spoiler: it's like "open heart surgery")Non-compete agreements and what they really mean Real examples included: How route density helped Luke sell 553 weekly accounts in one cityWhy recurring revenue businesses (pest control, irrigation, fertilization) command premium multiplesThe transition period reality (and why it's often brutal for sellers) Whether you're planning to sell in 3 years or 30, this episode will change how you build your business today. Luke doesn't sugarcoat it—he tells you exactly what buyers care about and what they don't. Bottom line: Start building a sellable business now, or risk discovering your life's work isn't worth what you hoped when it's too late to fix it. Essential listening for any landscape business owner who wants to maximize their exit strategy.

Justin Abrams is the founder and CEO of Aryo Consulting Group, a strategic consulting firm that serves as the unbiased growth engine for small and mid-sized businesses. Specializing in increasing total enterprise value, Justin helps clients cut unnecessary marketing spend while implementing smart, scalable acquisition models--all without sacrificing EBITDA margins. In his conversation with Trisha […]

Growing your practice can be incredibly exciting, but incredibly intimidating. Kiera tells listeners how they can scale with confidence by giving specific questions to ask yourself. These include: Are your systems running smoothly? Are your teams aligned and accountable? Do you have a clear data back-growth plan? And more! Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners, this is Kiera. And today I'm super jazzed because I feel like this is such a great question that so many offices ask me of like, okay, Kiera, how do I know that my practice is ready for the next level? How do know I'm ready to add in more team members? How do I know I'm ready to add an associate? How do know if I'm ready to add another location? And I feel like so many of these things sit in our brains and we're always wondering like, how do you know? It's like, how do you know when you're ready for the next baby?   but instead of like babies, which like really, how do you really know? There are certain things to know or how do you know if you're ready to get married? Well, there are certain things actually. So let's take some of that guesswork out, make this a little bit more fun and have a great time on today's podcast. I'm excited and I hope you're excited. The Dental A Team was built for doctors. It's built for team members. That's why it's called Dental A Team. It's consulting for dentists and teams. I hate as a business owner where people just teach me and I have go try and take it back to my team.   but I love being taught, I love being focused and I love having high level and then I love having implementable things for my team, but from someone who's been there, done that and done that successfully. So that's what we've created. We have a space for doctors and CEOs and entrepreneurs to come and get together like-minded where we're talking high level. This is where I come into play. We have fun, we have business freaking tactics. We call it Think Tank Tuesday and we literally get all together and have a great time. And then we have our in-person mastermind where we're doing the same thing as business and life on purpose.   And then we have our consultants, including myself, our consultants then work with your team. We're going to be teaching your team members how to make your vision a reality, how to scale, how to have the conversations. I say we're like little fairy godmothers for your team members, where we literally are hanging out with them to help them know the resources and the easiest path to get the results they're looking for. That's what we're obsessed about. That's what we do for offices. And I hope that we're a part of your office. And if not, I hope we're apart really, really soon. All right, you guys, let's dig into how do we scale with confidence?   Because growth is super freaking exciting. Like, oh my gosh, we're growing. But back to me, when I first started, we were 500,000 to 2.4 million in nine months in my first location. We bought our second location and you better believe it was fire. And fire is exciting, but it burns hot. And it got hotter and hotter and hotter. And it was because I didn't have a plan. We just were like, sweet, we're at this amount. So let's buy our second location. And it became mayhem and it became crazy. And so it's one of those things of like fires can be beautiful and we can sit there and roast s'mores.   But fires can also be very, very volatile. They can destroy, they can burn fast and they can burn hot. And so this is a zone where if we have a plan, we're going to do really well. If not, we get burnout, we get turnover, we get stalled progress. We actually get sloppy. We actually could fall into really scary things. Like for us, it was full blown burnout. I was on burnout or my owner was on burnout. We were working from 2 a.m. till 10 p.m. every single day. ⁓ Our marriages were falling apart. Like everything was bad. Everything. It was not good.   and we would show up to work just to feel like we were like barely, like nose barely above water, but you better believe there's water getting into that. And so this is something where I really wanted to come on today of how do you know and how can we scale with strategy? How can we scale and know that we're ready for the next level? Because if I would have known this, I would not have bought my second practice. I would have optimized my first practice. I would have put a few more things into place and then bought the second location. But you know, I was young, dumb, I was reckless. We were just like.   We can do this. did the first one, but the first one wasn't like barely hanging on. We had two pending lawsuits on us. Like there were wild things going on, but yet shoot. I think that sometimes it's good to have a little bit of naive, ⁓ but I think it's more important to have a good plan and a good process. So this is the goal. It's not about adding ops and team members. It's truly about making sure our foundation's awesome, making sure that we know what we're doing, making sure we've got a good plan and then executing it. And that does not mean it needs to take a long time. You can scale very quickly, just making sure you have a few key places.   And I like to tell people our goal is to get flagship practice number one solid. We stamp it out and then we just stamp it out, map it out. We have a few nuances that we change based on location and demographics, but generally speaking, it's about the same thing. ⁓ $1 million, one practices versus multi millions, multi practices, multi ops, two very different models of business. So on that, this is what we love to do today. This episode is really for owners and offices asking the question of what's next, but scaling smart.   not fast and also looking at like the DSO landscape of where we headed. Do I DSO? Do I grow? I have a practice and what they were thinking about doing is they're thinking of selling out to a DSO. And I said, cool, but like, what's your plan? I'm like, I still want to keep doing dentistry. And I said, all right, let's look at the numbers. And what was wild is a DSO is going to pay this practice 5 million. And right now you might be like, dude, that's so much. Like I'd sell in a second, like one more bad day and like give me the DSO's number. calling them.   But we looked at and I said, all right, let's expand out a couple more ops, which you've already been thinking about doing. And realistically in the next one to two years, like that's what the DSO is going to do. They're going to come in, they're going to expand this out. So either you can sell to them and live here and do it with them, or you can do it before that. And literally we did that. And this practice in two years is making 5 million net profit. And I think about that because it seems so tempting to sell to the DSO and how it's like, but you're giving up all of this. And if we just had a quick plan.   This doctor now is working about two days a week. They have associate doctors in place. They have this beautiful building and they're looking for the next expansion piece. Beyond Happy, this is their plan. And they're literally making more than they would have with the DSO. And so just be careful, because I think sometimes DSOs can seem so sexy and alluring when we're having bad days. You better believe it. There have been days when I'm like, someone walks by and offers me a buck for Dental A Team. They get it, right? We all have those days as business owners. That's not a joke. It's real life. But I think this is where we can like,   not make reactive decisions, but actually figure out how we wanna scale. And what I will always say is when we scale and what's next, I want you to always ask the question of what do I want in my life and what do I want my life to look like? Because we can scale. You can have 10 practices and say, only wanna work one day a week. That's totally allowed. It's just a different strategy. Or you can say, wanna be a clinician. I love doing the dentistry. Again, different strategy. I was on an on-call yesterday with a potential client and they were like, Garrett, we need systems. We need to have help with our finances.   our financials and we also need help training our team. And I was like, rock on, that's right up our alley. And at the very end of the call, I said, Hey, is there anything else you feel like I should, I need to know? they're like, well, yeah, we're considering selling in a year. And I was like, wow, that changes the entire plan of what I would do because I would not be building all the systems if we're planning to sell in a year. I'm going to be cranking your EBITDA. We're going to be working on case acceptance, adding production to this practice to make sure we're getting top dollar for the sale while also making it easy and enjoyable to live there at the same time. So one of those things of   where you want to go and what your North Star is, radically changes your question of what's next. It's what's next based on what you want to do. So when we look at this, I really want you to think about and look at these pieces of what's next. And again, some of these things might change depending upon what your next is. If we're selling to a DSO, it looks very different than if we're building a legacy practice. So just know a lot of these pieces might be dependent upon where you want to go.   So number one, I think this is a great thing. If you want to grow, you want to add another practice, you want to add more ops, you want to add more team members, you want to grow to the next level financially, is make sure your systems are truly running without you. So you don't need to be there in every single decision. Doctor, you don't have to be answering, signing off on what are we ordering? We don't want to be signing off on payroll. We literally have built this delegation ladder. We have team leads in place. The systems are running where the team can execute daily. We have end of day checklists. We're not having to look over every single thing.   We have checklists of what people need to be doing. It's very clean. People are in the right seats. They know what they're doing. We have clear operations manual built out for scheduling, billing, case acceptance, hygiene, all these different areas of our practice. It's clear. We have it mapped. We have documented systems that are followed by all. So not just documented, but truly followed by all. ⁓ And honestly, it's something where doctors, would recommend, a fun thing. You're welcome. I'm giving you a vacation. You leave for two weeks.   I want you to leave the practice for two weeks. And when you're gone, I want you to see that practice thrive while you were gone. Did it barely survive? Was the team able to make decisions without you? What systems fell apart and let's fix that. This is something where doctors are always a little nervous to take time off for production. Yes. But I say it is absolutely essential and crucial doctors that you take time, you leave the practice so you can actually find out what's breaking down. Same thing with office managers and leads. We need them to leave. We need you out. And what's wild is when offices, I see them. So for example, I have a doctor.   They usually take about two to three weeks up in the summer. They usually take two to three weeks off in the early spring. And it's awesome. And what happens is on those months, production doesn't The practice doesn't fall apart. The office manager is able to execute the way the doctor would execute. Team culture runs the exact same, whether the doctor's there or not. And that to me is a sign of your systems are not dependent upon you. So if you want to do a stress test, rock on. Prep your team. don't just like spring it on them. That doesn't usually go well.   but stress test and go for two weeks and see what happens to your practice. And then also look to see when you go around and you're doing your CEO time, let's rate every single department in our practice on a one to 10 of how are they doing? Could they run this without you? Do they know what they need to do? Are we hitting the KPIs that we need to hit? And if not, do we need to put some systems into place that can run independent of you? So that would really be a good stress test of go on vacation and also rate your departments and see where maybe our system is lacking. Now.   I will also put a word of caution because a lot of times doctors, are very meticulous. That's why you're dentists. That's why you're working on that little box on the MO and you do so well with your very, very, very, very fine skills because that's what you do day in and day out. A lot of offices are actually ready to scale with their systems. Being systematized where it runs without you does not mean perfect. And I really want you to hear me loud and clear. It is not about being perfect. It's about being scalable and that this can run without you and that you're really able to move things forward. So.   A lot of people get stuck and they don't grow because like, don't have every system in place. No, we're talking that like the bulk of your KPIs are able to be hit. The bulk of our systems are able to follow. The culture doesn't dip when you're gone. Production doesn't dip when you're gone. ⁓ But you might be more ready than you think you are. So be careful. There's a second side to it. Make sure that we're good on that rather than just being like, ⁓ my systems will never be perfect. Cause honestly, systems will never be done. Your practice will never, ever, ever, ever, ever be done. But that doesn't mean it's not time to scale. So that's your system's text. Number two.   Teams aligned and super accountable. So this is different than the top one because it's about systems running. But when the teams align, this is us hitting our KPIs. So we have leads in place. They own their area. They own their numbers. They hit their metrics consistently. We literally have a weekly leadership meeting. Even if that's just your whole team, we're hitting our metrics. We're reviewing our wins and we're all staying accountable to it. So this is what we're looking for is team high level accountability. If we say we're going to do it, we follow through. If we say we're going to get this KPI, we do it. If we say we set this goal, we hit this goal.   And honestly, a big piece of that is we're not having a ton of turnover. So that's helping me know that your practice is stable. Your team is stable. We're hitting these KPIs. So if you're not tracking your data, you're not tracking your numbers, you have no clue. I would strongly advise not growing and adding more ops because all it does is it just makes the chaos even bigger. Trust me, I did it. I had no numbers. I had no KPIs. I had no accountability. I had no team members reporting up. And then all of sudden my problems doubled because now I had a second location and none of this was in place. I will tell you, it is a train wreck. You can get through it.   but it is not fun and I almost didn't get through it. So for this is just make sure that we have our leads, make sure that they're reporting. And I have a practice who started doing this and they were around like 3 million ish and they grew to 5 million, but just been putting their numbers in every single week, their leadership teams looking at their numbers, they're making adjustments every quarter. We're setting goals for them and we follow and that's just happening in one year. So exponential growth can happen and be careful because you can actually squeeze more juice out of your lemon.   in your current practice by even following these steps. So this can be growth internally. It's kind of like a house, right? Like we can go buy a new house or we can just make our house even more awesome. There was an office that I knew and they literally were like, we can go buy another house, but why don't we just invest the money here? And they've made their house this incredible oasis, made it even better. They have even more fun. That's something that you can do in your practice too. So don't, don't worry. It doesn't mean have to sell. doesn't mean you have to scale. It doesn't mean you have to have multi-practices. It doesn't mean you have to expand.   It means you could even do this within your practice, looking at these pieces will exponentially help you grow to the next level with ease. Number three that you're ready for is you have a clear data back growth plan. So we're looking at this and we're making sure that like, our KPIs are tracking and that we are profitable and we have the right patient flow to be able to grow. We have the right team members. We have a pipeline in place to bring on another doctor. We have a pipeline in place to have more hygienists coming in. Like we are not going to get stuck in that area.   We have an office manager or regional manager that has the bandwidth to be able to go. Our billing team is very consistent. Our collections sit at 98%. ⁓ And then what we have from here is we're going to have a scaling growth plan. So when I work with offices, we had a doctor reach out. They were at a four ops practice and they're going to an eight, they thought, and we pushed them to a 10. I asked them, are you so glad we went to a 10? And they said, Kiera, the answer is yes. I thought you were crazy. And I was like, nope, you will never regret having more ops. But they started with us. So we're talking four ops to 10 ops. And what we did before is we literally started with this practice.   about 12 months before they expand and we started putting together the plan of, all right, we're gonna start saving money. This is how much it's gonna cost. This is how many team members we're going to need. So let's start building the pipeline for it. We're going to need a doctor at this point in time. So you're gonna need to start working on that. We're gonna be meeting with the contractors. We're going to be expanding this out. And honestly, this doctor is so happy because they have the cash. So when they built it out, they weren't cashflow stressed. They had a new patient plan to grow. They had a plan for a new doctor. We had associate onboarding documents in place for them. We had a hygiene pipeline.   We had the new patient plan. We had the doctor's plan of what procedures this doctor was going to do. And literally this doctor was like, well, another building just came up. Do you think that I'm ready for it? They had just opened the 10 ops. And I said, well, the answer is I actually think you are pretty well ready for it because we had the KPIs. We were tracking the pieces. We had a plan and we did this for almost 12 months. There's another office that was bringing in a partner. And for 12 months, we figured out how much is their true pay of true compensation.   We worked through all those different pieces for them. So that way when the partner bought in, it wasn't this chaos for them. And I think this data-backed growth plan of knowing what the reality is of how much your expenses will be, having things in place, having your reserves, your financial reserves, that's going to make it to where you are not stressed out of your mind when you take this on. Because cashflow, resources, not having enough money.   That's going to cause chaos. That's going to cause frustration. This is going to cause like, oh my gosh, I don't think I can do this. Then on top of it, you have systems. Then on top of that, you have team members that aren't accountable. And you're like, oh my gosh, I now have like 25 team members and it's so stressful. And like, I wish I never would have bought the second practice or I wish I never would have expanded. And I'm like, it's not that you wish you would never would have expanded. You wish you would have just done it differently. That's what it is. You wish you would have just done it differently. You wish you would have had a plan in place. You wish you would have had the cashflow for it.   Because it does take, like when we expand out, I told this doctor, said, I want you to plan three to six months of reserve of cash of covering all these expenses. So we're building up, building up, building up. They were very profitable at the beginning, like very profitable on this for-off practice. They just were expanding it they were too stuck. Like they had no more space. Same thing with my other practice. They were eight and they went to 15 ops. They were just stuck. But if you don't plan for these pieces, I said, I want you to have three to six months worth of cashflow.   when you go into whether we're getting that as a loan or working capital or you're building this up over the next couple of months while we build this out, these doctors are so secure. And then what we do is once we expand it, know that we know the metrics that we need to hit to be able to pay for all these expenses that we just put into place, still give a great patient experience, still give great case acceptance, still give great exams, still give great hygiene, so we're not sitting here stressed out of our minds, we're having to do all these pieces.   because my gosh, we just bought this so now like sell as much as we possibly can because I'm stressed out of my mind. It takes all that stress out for these doctors and it really makes it to where they reverse engineer and we figure out staffing, space, systems, finances, protocols, when do we do this, how do we build this out? And it's wild because when you have someone who can coach and guide you through that, it's insane how much better prepared you are. Also with these doctors.   We squoze the juice out before they expand it. So how can we maximize and optimize? I another doctor who had four ops. Like, here there's no space. I'm building this building across the street. It was a beautiful building. And I'm like, but you actually have space for one more op in this practice. And they're like, what? Why didn't you come four months earlier? And I was like, well, hi. So we added another op, even in the time they were building the practice, we spent the money on it. And it's crazy because that one op produced about $400,000 $500,000 in just one year in that one extra op.   We were then able to take that money and obviously apply it to the next building and they were able to maximize that space that they were in. So looking at that reverse engineering is really going to give you clarity. And so when we look at these three strong signs of you're ready to grow with strong systems in place, team accountability, and then a clear plan forward that you're planning for, you're preparing for, you're executing on, and this is going to truly help you have confidence. Confidence comes from being prepared. Confidence comes not from being perfect.   Confidence comes from, know where I'm headed, we've got these pieces. And I tell every single doctor we work with, I'm like, listen, we're gonna do our absolute best to plan and repair. We're gonna do our absolute best to get the numbers in place. There will be things we forget every single time, because we're not perfect. But the antidote to fear is action. The antidote to fear is having a plan. The antidote to knowing if you're ready to go is to be prepared in these areas. And so I really think when you look at this, like, don't have to guess if I should go.   Don't guess and be like, Kara, where it's like, we've got the first one, let's just add on a second one. You're welcome to, it's just a thrill of a lifetime that I think adds more burnout, more stress, more chaos than necessary. And I'm like, you can have the same growth, you can have the same scalability, just with more strategy, more fun and more predictability. So if you're interested in about it, don't guess, like just DM us. We have ideas to how to scale, we have different pieces you can DM us scale, you can say like, hey, I'm thinking about this, how do I know? We'll get on a complimentary practice assessment with you.   give you like complimentary advice, truly, we're gonna help you build a plan and see how we can fit, how we can help you. But really, if you're thinking about it before you sell to a DSO, even this practice I was talking to, I was like, listen, there's other options because we work with hundreds of practices, we see different scenarios, this is why we get our doctors together, is because the more we learn and the more we educate each other, the better decisions you're able to make. Do not be paralyzed by fear and not make a decision, because what's worse than making a wrong decision is not making a decision. So make the decision.   Execute and truly let us be your guide get a guide guide through it. It makes it so much easier You're able to scale faster not be stressed out and really this is what we excel at This is what we're great at so reach out Hello@TheDentalATeam.com comm click on our link on TheDentalATeam.com podcast Make sure you're following along for more tips and tricks because our goal is to make your life less stressful More fun and more predictable and as always thanks for listening. I'll catch you next time on the Dental A Team podcast  

In this episode, the hosts debate the acquisition of a €20M dairy farm in Romania, balancing its EU certifications, solar power, and commodity risks against complex operations and geopolitical uncertainty.Business Listing – https://mergerscorp.com/property/profitable-exclusive-dairy-farm/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

In this episode, Ray Sclafani breaks down a common but dangerous misconception in the financial advisory industry: the overreliance on market-based multiples like revenue or EBITDA for determining a firm's value. He shares a real-world story about a financial advisor unsure of what a "7x multiple" actually meant, illustrating how valuation misunderstandings can derail succession, acquisition, and growth strategies. Ray offers a practical, nuanced view of valuation best practices, emphasizing the importance of reliable data, transparent assumptions, and holistic thinking. This episode is a must-listen for firm leaders preparing for succession, sale, or strategic growth.Key TakeawaysIt's essential to know what the multiple is based on (e.g., EBITDA, revenue, EBAC).Comparing firms without considering key differences (like size or client type) leads to inaccurate valuations.Market sentiment influences multiples, not always firm fundamentals.Discounted Cash Flow (DCF) offers a more accurate, customized valuation.Industry benchmarks are helpful but must be applied with the right context.A firm's value story should include culture, client impact, and sustainability—not just numbers.For more information click here to visit the Best in the Business Blog.Find Ray and the ClientWise Team on the ClientWise website or LinkedIn | Twitter | Instagram | Facebook | YouTubeTo join one of the largest digital communities of financial advisors, visit exchange.clientwise.com.

Haley Van Cleve, Partner at Apline Investors Haley joins us to decode the art of building successful buy-and-build platforms from the ground up. In this episode, Haley walks through Alpine's proven methodology for transforming small $3M EBITDA businesses into $100M+ platforms through strategic M&A and operational excellence. Learn how Alpine's unique talent model, integration-first approach, and buyer-led M&A strategy has driven over 850 deals, including 170 in 2024 alone. Whether you're a corporate development professional or private equity investor, this conversation delivers actionable insights on platform identification, integration best practices, and scaling through acquisitions. Things you will learn: Alpine's team-market-business prioritization model for identifying $3M businesses with scaling potential Building 20-30 day system rollouts upfront to enable high-velocity acquisitions without operational breakdowns CEO-in-residence programs and profit interest pools that align management for long-term value creation Episode Chapters [00:02:30] Alpine's Evolution – From $400M Fund V to $4.5B today with 180+ team members across three offices [00:04:30] Platform Definition – Why Alpine takes a liberal view of platforms, starting with $3M EBITDA businesses in fragmented markets [00:07:30] Software vs. Services – Rule of 40 for software deals versus EBITDA-focused services acquisitions and different scaling approaches [00:13:30] Legal Tech Case Study – Building a $4M revenue time-billing business into a $30M+ platform through four strategic add-ons [00:16:00] Integration Excellence – People and systems integration within 20-30 days to maintain visibility during high-velocity M&A [00:22:00] Vision Alignment – Setting clear expectations upfront about system standardization and operational changes before LOI [00:25:00] Platform Challenges – Overhiring executive teams early and building integration capacity before closing deals [00:36:00] In-House M&A Teams – When and how to build dedicated M&A functions at portfolio companies for double-digit acquisition strategies [00:44:00] CEO-in-Residence Program – How Alpine hires executives before finding deals and pairs them with markets for 12+ month searches [00:49:00] When Deals Go Sideways – COVID impact on K-12 businesses and pivoting M&A strategies when market assumptions prove wrong Questions, comments, concerns?Follow Kison Patel for behind-the-scenes insights on modern M&A.

Mike Murphy, founder and managing partner of Sunstone Management Advisors, has worn the CEO, COO and CRO hats across three decades in healthcare and insurance. In this episode he recounts how he launched a cold‑start insurance division that rocketed to $435 million in revenue and $22 million in EBITDA in just four years, and now clears the $1 billion mark. He even delivered 18% revenue growth and a 40% EBITDA jump within his first year steering three merged healthcare entities.At the heart of his success was the “greenhouse” experiment: an in‑house test market where agents sold competitor products so Murphy's own offering had to prove itself at every turn. He explains why running as if you're cash‑starved from day one forces ruthless discipline and how that early mindset continues to separate winners from wishful thinkers.You'll also hear the deceptively simple A + B = C check that Mike uses to expose false premises—if great people plus a good product still don't hit targets, something fundamental is broken. When his leadership team argued over how much change was needed to reach a $1 billion valuation, he improvised a 1–10 “change scale” to pin down hidden disagreements and avoid collective denial.Healthcare operators and real‑estate investors alike will gain clear, battle‑tested advice on commanding your P&L before negotiations, building feedback loops that surface inconvenient truths fast, and resisting the temptation to chalk up disasters or windfalls to one‑offs. Tune in for every unvarnished lesson on execution, data‑driven decisions, and the high‑stakes experiments that turn uncertainty into predictable wins.If you need help finding the perfect location or your ready to invest in commercial real estate, email us at admin@leadersre.com Sign up for a FREE vulnerability analysis and lease renewal services View our library on apple podcasts or REUniversity.org. Connect on Facebook. Commercial Real Estate Secrets is ranked in the top 50 podcasts on real estate

Public SaaS companies are growing faster—but private equity–backed SaaS companies are doing it more profitably. In this episode, AJ and Asad dig into new data from David Spitz comparing ARR growth and EBITDA margins across both groups, and debate what's really driving the difference: lower R&D spend, selection bias, or superior go-to-market execution. They also unpack the implications of long CAC paybacks, PE-style operational rigor, and whether most founders truly understand the capital partners they're signing up with. Thanks for tuning in! New episodes of Topline drop every Sunday and Thursday. Don't miss GTM2025 — the only B2B tech conference exclusively for GTM executives. Elevate your 2026 strategy and join us from September 23 to 25 in Washington, D.C. Use code TOPLINE for 10% off your GA ticket. Stay ahead with the latest industry developments and emerging go-to-market trends with Topline Newsletter by Asad Zaman. Subscribe today. Tune in to The Revenue Leadership Podcast every Wednesday, where host Kyle Norton talks with real revenue operators and dives deep into what it takes to succeed as a modern revenue leader. You're invited! Join the free Topline Slack channel to connect with 600+ revenue leaders, share insights, and keep the conversation going beyond the podcast! This episode is sponsored by UserEvidence. Want to know what actually moves the needle on trust? Download The Evidence Gap, a data-backed report on the customer proof that drives real results. Get it now at userevidence.com/evidence.  Key Chapters: (00:00) - Introduction to Topline Podcast and Episode Overview (02:42) - Exploring SaaS Growth Metrics and Margins (05:29) - The Role of R&D in SaaS Companies (08:32) - Understanding CAC and Payback Periods (11:22) - Cohort Analysis and Its Importance (14:34) - Navigating Board Dynamics and CEO Challenges (17:26) - The Importance of Understanding Investors (20:39) - Lessons from Previous Funding Rounds (23:34) - Market Dynamics and Founder Challenges (26:25) - The Impact of Market Conditions on Founders (29:39) - Acquisition Strategies and Long-Term Vision (32:34) - The Future of LinkedIn and Social Networks (35:42) - Conclusion and Key Takeaways (36:10) - The Evolution of LinkedIn and Market Dynamics (38:30) - Challenges in Product Market Fit and Email Cadences (40:45) - The Challenger Sale: Relevance and Misconceptions (46:40) - AI's Impact on Sales Methodologies and Market Dynamics (53:38) - Defining Intelligence in AI and Its Implications (01:02:00) - Best Practices for Using AI Effectively  

In this episode, the hosts dissect a $25M listing for an ultra-premium executive networking platform with jaw-dropping EBITDA—and even more jaw-dropping red flags.Business Listing – https://www.websiteclosers.com/businesses/prestigious-networking-platform-for-entrepreneurs-business-owners-high-net-worth-individuals-6x-growth-trends-in-2025-34-us-chapters-scaling-to-100/114587/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

On this week's episode, Moe comes out hot and spills on "Coldplay-Gate," that viral kiss-cam fiasco where a couple (turns out, cheating execs from Astronomer) bolted like they saw a ghost. It's not just gossip—it's schadenfreude gold, highlighting how the C-suite plays by different rules. Joel highlights ZipRececruiter's most recent marketing strategy: Embracing old school linear TV by sponsoring a new show on Fox. Chad rants about the new $250 "integrity fee" for US tourist visas—because nothing says "welcome" like a cash grab that could tank tourism before the 2026 World Cup. Ashby news brings the fire, snagging a whopping $50M Series D, doubling customers (now 2,700+ like OpenAI and Shopify), boosting revenue 135%, and barely dipping into last year's Series C. Why more cash? To evolve "at the speed of AI," building all-in-one recruiting magic—sourcing, scheduling, analytics—that users call "beautiful software." No more tool sprawl; it's the startup darling dethroning clunky vets like Greenhouse. Chad's verdict: Finally, an ATS nobody bitches about—refreshing in a moan-fest industry! Then, drama alert: Bold snatches Monster and CareerBuilder assets for $28.4M in a bankruptcy auction (up from a start of $7M). Great domains, SEO juice ... but Bold's predatory paywalls (mandatory sign-ups, fees for full job deets) scream "job seeker trap." Chad's not thrilled—hopes they don't prey harder with that Monster muscle. Randstad? Total villains. They boast $5.8B revenue and 3% EBITDA margins, but screw Monster employees worldwide. Days before mass layoffs, they gutted severance: From 1.5 weeks/year (up to 16) to a flat two weeks. Imagine losing $28K if you're a 20-year vet! In France, it's worse—brutal shutdowns, no support, leaving taxpayers footing unemployment bills. Vendors? Stiffed millions after Monster ran up tabs they knew were doomed. Chad's furious: "Corporate welfare at its finest." Until CEOs like don orange jumpsuits, the little guys get proper f***ed. AI corner: Perplexity's CEO says says recruiter jobs are soon to be a thing of the past, and Salesforce's Mark Benioff probably agrees, as his company is doing up to 50% or more with less. Moe's skeptical: "Hype to sell shares!" Chad sees task automation (bye, scheduling drudgery) but demands AI taxes and UBI pronto. Jobs evolve, but painful contractions ahead? We'll be watching. Chapters 00:00 - Introduction and Welcome Back 02:21 - Maureen's Disney Cruise Experience 04:04 - Tribute to Matt Lavery 07:09 - Coldplay Gate: The Viral Incident 08:52 - Integrity Fees for Tourists 10:19 - Ashby: A Positive ATS Experience 12:41 - Bold's Acquisition and Job Seeker Concerns 15:59 - Ronstadt's Treatment of Employees 18:29 - The Impact on Vendors and Corporate Accountability 23:23 - Future of Recruitment and AI Integration 32:14 - Closing Thoughts and Dad Jokes

Good news: the tax code just made business debt far more valuable. In this episode, we explain how the permanent return to EBITDA rules can give you thousands back in interest deductions—and unlock smarter growth strategies. You'll learn how to combine bonus depreciation, Section 179, and the new interest deduction rules to scale your business fast, without overpaying in taxes. We also walk through real examples and show you how to integrate debt into your long-term tax planning. If you're funding expansion, buying equipment, or carrying interest from past years—this one's for you.   Next Steps:

This week, Steven Jarvis, CPA, and Matthew Jarvis, CFP®, delve into the world of mergers and acquisitions (M&A), examining the role of audits, the intricacies of EBITDA, and the potential red flags that can emerge during the due diligence process. Steven emphasizes the importance of financial advisors maintaining clean books and being transparent about their financials, as this can significantly impact the valuation of their practice during a sale. The conversation also touches on the buyer's perspective, the consequences of misleading information, and best practices for running a business effectively. https://zurl.co/CBQ5y

Morgan Hamon, co-founder and president of EAG Dental Advisors, returns to the podcast to talk about dentistry financials. As a CPA, Morgan pulls from his experience to talk with Kiera about what it takes to be profitable (beyond revenue and expenses). Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:01) Hello, Dental A Team listeners. This is Kiera. And today I am so jazzed. I have one of my absolute favorite guests back on the podcast, Morgan Hamon. He used to be with HDA. They have now upgraded their name to EAG Dental Advisors. Super excited. He's an incredible CPA, does all things dental, loves airplanes. He's been on the podcast so many times. We've had some good chats. Dear friend to me, Morgan, welcome back to the show. How are you?   Morgan Hamon (00:20) Ha ha.   Kiera, I'm doing good. It is so great to be with you and looking forward to our conversation today.   Kiera Dent (00:31) to you and me both. So I have to know since you love airplanes and it's in your background, are you a fan or not a fan of Top Gun? I just need to know.   Morgan Hamon (00:35) Mm-hmm.   You know, I have a soft spot   for that movie because when it came out in 1986, I was 15. And I, you know, I sort of set my sight. That definitely influenced me. said, that's what I want to do. So I went out and did it. And so.   Kiera Dent (00:46) Mmm.   So then how did you like Top Gun Maverick? was the second? Tell me, are you fan?   Morgan Hamon (00:56) That one, the purpose   of that movie was entertainment and it was entertaining, but it was a little, you gotta suspend disbelief a little bit. It was a little nostalgic because that was set in Naval Air Station, Lamar, which is where I was for eight years. So it was pretty cool seeing that and the flying scenes were real. And so they were all filmed out. It's called restricted area 2508, which is where we always used to fly. So it was pretty nostalgic seeing some of the flying scenes back where we used to go fly.   Kiera Dent (01:17) Mm-hmm.   Morgan Hamon (01:26) But technically, there's a little, like any movie, there's a little Hollywood going on there. But it was entertaining.   Kiera Dent (01:26) No.   can't   How cool though that they like made a spot for Iceman with him having throat cancer. I thought that was incredible. Like way to go Tom Hanks. So I know you guys didn't come to the podcast to hear Morgan and I talk about top men, but we're going to segue now because Morgan does all things. We love to talk profit. We love to talk taxes. We love to talk all things nerding out on CPA land, which I have really truly fallen in love with like understanding my numbers. So this is a soft spot for me, but   Morgan Hamon (01:39) Yes   Yep.   Hahaha   Mm-hmm.   Kiera Dent (02:01) Morgan said he won the topic today, which I think is a sexy topic and I cannot wait where he said leadership relates to profitability. And I said, Morgan, sign me up. Here we go. So Morgan, this is our time. This is our topic because I absolutely agree with you that leadership does relate to profitability, but take it away. And then we're to dig into tax savings. We're going to dig into all this stuff and who knows where else we're going to go, but ⁓ it'll be a great one. It always is.   Morgan Hamon (02:16) Mm-hmm.   Yes.   Well, think   this topic has evolved with me a little bit, because we've been doing this 15 years and going now. And so a lot of conversations over the years. And I've always thought about profitability, which let's face it, that's why we own businesses. We don't own businesses to pay tax. We own businesses to make a nice living and have some control over our lives. So you've to have profit, and it's hard owning a business. So if we don't have adequate profit, why bother? ⁓   Our mission has always been to really focus on profit, give our doctors feedback on what that profit is, and diagnose if things are, you know, if there's something that could put more money in their pocket. Now, with my CPA hat on, right, there's two parts of that profit equation. There's the expense side of the equation and the revenue side of the equation. And so for a lot of years, I mean, that's where our focus has been.   But I've recently, last year or two, I've really come to the conclusion, look, there's a third component there, right? And it's not math, I can't point to the P &L. But where this comes from is I get asked all the time about, and it's from the clients either considering a startup or purchasing a practice, and they'll say, okay, Morgan, you got clients all 50 states, like where's the great area? Where should I go where folks are doing well?   Kiera Dent (03:27) Ooh, I can't wait.   Morgan Hamon (03:47) I that question. I get asked, hey, do you have a special report for pediatric dentists? Because I'm going to be pediatric, so I'm going to be making more money kind of thing. Or I'll hear a report. Or I'll get a question that, do you have a report just for your clients in California? Because it's like way different out here. And I say, look, the answer is no. We have one report. In geography and specialty,   I think they may influence profitability, but that's not the deal breaker. We have plenty of clients who are specialists. The struggle, we have plenty of clients, like one of our longest term clients is in Nob Hill, San Francisco. She recently moved across the bay, but it's like the most expensive city on the planet. She killed a 55 % profit margin for like 10 years. So geography isn't, that's not how we connect the dots. I think we connect the dots with leadership.   Kiera Dent (04:33) Yeah.   Mm-hmm.   Morgan Hamon (04:43) You know, we have a lot of clients I've known for a long time. I've been with them along with their journey as I've been on my journey, which has been very rewarding. And I've come to the opinion that if we quantify success for a doctor and let's, and we'll talk a little bit more about this when we get to tax, but you know, is it money? Is it time? Is it all the above? If we look at, who's crossed the finish line? Who has the full deal? ⁓ It's the doctor that runs a tight.   Plain and simple. Like you can tell in me talking with them, I know them real well. You can tell by their numbers. Look, they're an amazing clinician, but they're also an amazing business leader. They know how to inspire their team. Their patients feel comfortable. They lead from the front. They just, they do it all. Those are the doctors that have the high profit margin and the high quality of life. It's not geography. It's not specialty, although that can have an influence.   That's the full package. So it is, yes, revenue, expenses, and how well do you lead your practice, in my opinion.   Kiera Dent (05:50) Morgan, I was so happy when I read that and when we were talking about what to bring on because I see it as well. I tell everybody, I can tell walking into a practice even before I walk into the practice, if I've met the leader of the practice, I usually can tell if this practice will be successful or not, truly based on the leader at the helm. And it's interesting because we did, I recently did this at our summit. So people were there, awesome.   Morgan Hamon (05:52) you   Kiera Dent (06:16) If they weren't, that's okay too. But we actually broke down and me and the consultants, we went through all of our clients. Like we looked at the clients, we looked at past clients, we looked at future clients, we looked at different pieces, what were our best clients, what were our worst clients. And I actually broke down, I'm trying to pull it up here, of like common themes of great practices and like great leadership and common themes of the not so good. And so some of the things I've seen in...   Morgan, I'm super curious to hear like what you'd add to our list. Cause I, you see it from a different perspective than we see it. So on my not so good list, these are the ones that like really they always are floundering is they don't trust their office manager. They're sometimes poor clinicians. Like they need to hire somebody else or get some training for that. ⁓ Poor leaders, they have team turnover constantly. They don't implement strategies. They're highly driven by emotion. They don't look at their numbers or their results.   Morgan Hamon (06:45) Mm-hmm. Mm-hmm.   you   you   Kiera Dent (07:11) They do a lot of CE, but they never like implement. They have lots of coaches, but they don't trust and execute. They're half in on everything. So they're not like solid on anything. They want to pay to fix the problem with no self-realization identification that maybe they are the issue. They have ego fear with no accountability. And there's a lot of blame. Like everybody else is the problem. Are some of the things that I've seen and I don't know, like I know I'm putting you on the spot. didn't, I have my nice list over here, but is there anything else you see of patterns? I'm, you and I can both like,   Morgan Hamon (07:30) Mm-hmm. ⁓   Kiera Dent (07:41) in our Rolodex of humans we know are not so good leaders or the practices who aren't as profitable, are there any other things you've noticed in their leadership that maybe isn't as strong?   Morgan Hamon (07:41) No. Right.   Well, that was a very comprehensive list. Once we're done, I'm going to write all those down because I that's very good. If I were to summarize that, if we talk about leadership, it's really about ownership and engagement. You have to own it. Everything's your problem when you're the owner. There's another podcast I like.   Kiera Dent (07:58) Yeah, of course. I'll happily share. I will happily share. And if you get anything else, share back our way too.   Morgan Hamon (08:20) and it's nothing to do with dental, it's all about leadership. And there's a saying, and it's really stuck with me, and I swear I think about this every day, Kiera, when I think about my business and how do we keep doing a good job, is that if there's a problem in your organization, it's a leadership problem. You can trace it all the way back, go any direction you want, it's going to tie back to a leadership problem.   So, if something is going sideways, it ultimately comes back to your leadership as a business owner. So, maybe the staff, maybe there was a bad patient experience, something went sideways with the patient. Was that staff trained? Maybe they were trained, maybe they were not held accountable. Do you have a bad procedure? Maybe the procedure needs adapted. mean, we think about that all the time, constantly adapting, constantly tweaking, and I think you have to do that in any business. If, like you said,   in your list there if people don't want that accountability, there's always making excuses or they don't want to engage. They say, you know, and maybe they are a good clinician. They say, I'd rather just be in the operatory but my staff's a mess. Kiera, come on in here and whip them into shape and let me know when it's all good. You know, that's not how it works. That's not how it works.   Kiera Dent (09:32) Exactly. No, not   only they're part time. I'm not your manager. I'm not your leader. I'm not your boss.   Morgan Hamon (09:38) Right, or you know   what, I'm going to have an hour meeting with my accountant and that should solve it. Like, no, we're going to come up with some action items and then you need to execute those. So you have to own it. Everything's your problem when you own a business. ⁓ And if you own it and you engage, then I think we're on the right path to not be on that extensive list that you gave, which I just love.   Kiera Dent (10:03) right? Yeah, no, and I love it. And   it just made me actually think of something I heard a financial conference and they said EBITDA equals engagement. And I've thought about that a lot because the more engaged your team is, the more engaged you are, honestly, a lot of higher EBITDA there is, I won't leave our audience hanging. I do have the good list and maybe you can add to this to see. So the ones that I found like, that truly just knock it out of the park, these are our most successful right? I'm like, what is their DNA makeup that makes them this great leader?   Morgan Hamon (10:22) Mm-hmm.   Mm-hmm.   Kiera Dent (10:32) and it's their great implementers. They allow the teams to be free, like within the parameters. So they've got a great team culture. They're great at decision-making. They execute, they're consistent. They roll with the punches. They have long-term teams. They make their decisions based on numbers. They're great visionaries. And they know what they're working towards. They don't get distracted. So there's this laser focus that they have. ⁓ And on here, I would also say that they have massive ownership. And they also are not afraid to have the uncomfortable conversations with their team.   Morgan Hamon (10:52) Mm-hmm.   Thank   Mm-hmm.   Kiera Dent (11:02) So   like they truly do, they're excellent at it. They might not be excellent communicators, but they're excellent at like tidying it up, driving their team for success. Those are some of the things I see, but I'm curious if there's anything else you'd want to add to that list because I think you're right. But I think that's a DNA makeup, right? It's people who are disciplined. If I go into the gym, they probably have like strong work ethic. They are laser focused. It's just like, it's who they are in all the aspects of our life, but I don't think they're necessarily born that way.   Morgan Hamon (11:10) Mm-hmm.   Kiera Dent (11:30) I think a lot of them can be, but I think a lot of them create that over time as well. Like it's an evolution of them, not necessarily like, if I'm just born a great leader, like, no, they're constantly working on it, but I'm curious your thoughts.   Morgan Hamon (11:34) Mm-hmm.   Thanks   Yeah,   no, I think that's a good list. If I were to try to tie that together, I would say it's you lead from the front. you know, like all just a personal example for me, like responsiveness is a huge part of our culture. Like, you know, if clients reach out to us, they need to hear back like in a few hours, like today. Lead from the front. is not do what I say. It is do what I do and keep up. Keep up with me.   Kiera Dent (12:03) Yeah.   Morgan Hamon (12:12) Let me show you what I expect. You follow my example and let's go where I'm leading us. I think is when you own a dental practice, you have to do the same thing, whether that's in the daily huddle. You lead by example. If there's a certain patient experience you want your office to have, you have to lead that. They have to be emulating you and say, I sure hope I can do this as well as the doctor. ⁓ Lead from the front. I think you also have to make sure your team understands why their work is important.   Kiera Dent (12:42) cream.   Morgan Hamon (12:42) And   I do that all the time. Why is our work important as well? Because our clients are these dentists. They're drowning in debt. They don't necessarily learn how to run a dental practice in dental school. They're trying to put it all together to make a nice living. And they have probably eight or 10 employees that are accounting on them for their jobs. So our work matters. We're working with people's lives here. So you really have to... ⁓   I think articulate why the work's important and maybe that's not as challenging and don't practice because everybody knows. It's care. They're there to get care. They're in the chair. They're scared. They want to be comfortable and everything's going to be okay. I think you got to lead from the front. You got to say, look, let's do what I do and make sure you keep up with me.   Kiera Dent (13:32) Yeah, no, I love that. I just, think something that I love that you brought this up is I love when I have things internal, as much as it's annoying, that could actually help me become more profitable. It's like, hey, let me go to the gym and work out to be more disciplined. Let me read leadership books to learn how to lead. Let me practice uncomfortable conversations. Let me practice my decision-making. And the reality is like you becoming this person and leadership.   Morgan Hamon (13:34) you   Hehe.   Mm-hmm.   Kiera Dent (14:00) will equate to higher profitability. It's wild. Like I look back at maybe not so strong of leadership days and my business and profitability, I think definitely mirrored and matched where I was. And so also for us to say like, Hey, how do I maybe get to the next level? How can you evolve as a leader as well and be a bit stronger of that good version rather than the not so good version I think is really powerful.   Morgan Hamon (14:10) Mm-hmm.   Hehehe.   Yeah,   I think you really have to recognize whatever industry you're in that your technical skill and your leadership skill are completely different. You have to invest in those skills to acquire those and to maintain them. And just because you could be the most amazing CPA, just brilliant practitioner, that doesn't mean you're a good leader. You could be the most amazing clinician.   Kiera Dent (14:35) 100.   Morgan Hamon (14:51) and just do the most amazing work. That doesn't mean you're gonna be running a ⁓ great tunnel practice. You have to invest in those skills. Just being a smart person with some big degrees, that doesn't do it. You have to acquire those skills. And I didn't realize, I mean, when I was a younger guy in the Navy, I I learned all this. back then, I was just trying to do a good job and...   get killed and and make it all happen. I didn't realize all these amazing lessons and training I was learning because they, mean leadership is, I mean that's first and foremost what we're there to do and so I was very fortunate in that regard but I don't, you you can't, no matter what business you're in, can't rest on your laurels. You got to always be thinking about leadership. Am I being a good leader? Okay, this is going sideways. I need to lead the team back, you know. I can't just, you know, write a memo.   Kiera Dent (15:17) Yeah   Morgan Hamon (15:44) Hey everybody, this is where we need to be. Follow me. Keep up with me.   Kiera Dent (15:49) Yeah, no Morgan, that was such a brilliant piece and I really loved how you just highlighted it and so fun to see that what we see on the team side and the success of the growth and the production and the collections also now correlates with your financial PNL, ⁓ which I think is just magic and it all just ties together. But as you listen to this list and Morgan I talking about it, I also want to just say like if this does not light you up and you're like, ⁓ gosh.   Morgan Hamon (16:05) Mm-hmm   Kiera Dent (16:17) That's okay. You actually can just be an amazing clinician and have somebody actually be the great leader. Just because you opened the practice and you do the dentistry does not mean you need to be the leader of the practice. So I've seen some doctors actually be great implementers. Like they actually would rather execute, implement, do all the ideas and have somebody else be the visionary. That's okay too. And I think like my best thing is know thyself and be free. But if you want to be more profitable, look at this. And I want to take like a sharp   Morgan Hamon (16:18) Mm-hmm.   Mm-hmm.   Hmm.   Mm-hmm.   Yes.   Kiera Dent (16:46) right turn Morgan and talk taxes. It's like, didn't know how to awkwardly like transition. So I'm just gonna like, but I want to talk taxes because I'm like, this also ties into the discipline of leadership, the ownership of leadership and like being freaking savvy to learn how to do taxes better. Like Morgan, I had this client the other day and we were talking and we built this like cute little overhead scorecard for people. We have the EBITDA on there. It comes from the CPAs. So we're like, just make it very simple, like black and white.   Morgan Hamon (16:53) Mm-hmm. Mm-hmm.   Mm-hmm.   you   Kiera Dent (17:15) And then I was like, wait a second, I should throw a tax bucket on there. So like what you're getting paid for your W-2 plus what your profit is, like that gets taxed. I have a doctor, she has been an owner, we're talking 20 plus years. She's like, Kiera, I never knew that my profit had to get taxed. Like I never knew that that extra cash, like I just thought that was cash that came to me. And I'm like, this is why doctors are always broke because they don't know how this works out. So I'm super excited to talk about.   Morgan Hamon (17:21) Mm-hmm.   Mm-hmm.   you   Mm-hmm.   No. Right. Mm hmm.   Kiera Dent (17:45) tax planning, it's mid-year, let's make sure you're not crying in December and like, popping the confetti.   Morgan Hamon (17:46) Yeah.   Yeah, right. And   crying in December. if you recall, ⁓ my topic was just kind of the psychology of tax. And again, this has evolved over time with a lot of conversations. I think...   Kiera Dent (17:54) was New York I'm   The   is like the wise sage over there, Morgan. Like you got, like, just, you're just hanging out over there.   Morgan Hamon (18:09) Well, it's always trying to,   you know, I think about my conversations. How do we kind of empower these dentists to achieve this? And it's all through, I think, education. You've got to understand why. Like this doctor, 20-year-old, didn't understand.   Kiera Dent (18:29) I was like, no, I'm not wearing a strip.   Morgan Hamon (18:30) Every initial consultation   I'm having now with a startup doctor, we do a tax 101 just real quick, takes me like five minutes. Let's get our hands on some concepts here. Why I think this is important to really understand and talk about tax, just kind of how it makes us feel, is because we've had some instances where you have a doctor, and let's just say on our previous conversation, this is how we're gonna tie it together, right? So we have the doctors on that secondary list,   They're rock star. They're killing it. They're making tons of cash. They're engaging the right people. They got the right people in place, and it ultimately results in a lot of success. I've seen people do that, but then when it comes time for tax, they lose sight of all that, and they get just really obsessed about that tax bill. They lose what I'll think of as like peace and fulfillment.   just at the start of the call, I recently got remarried and my wife and I, we talk about that a lot, peace and fulfillment. Why do we have that in life? And that's what we're working for. And I think when you own a business, you're working towards something, right? And we want to have that peace and fulfillment. And I've seen that just get destroyed with people because they get very emotional and overly focused on their tax. And I see the logic just sort of exit stage left.   and we just end up with this very emotional reaction to tax. And who I tend to really direct this conversation to is not necessarily what you just described, Bill. That's kind an interesting one. Usually if someone's been making great money 20 years, they kind of know the program. It is, Kiera, it's the newer owners making real money for the first time in their lives. And that is where there's an adjustment. There's a mental journey they have to go on.   Kiera Dent (20:21) 100.   Morgan Hamon (20:29) And so what I thought today, like, I guarantee you we have some listeners as soon as they heard tax, they're like, what's on their mind is, what's the secret? How do I save more on tax? Well, it does. So, right? So we're going to get to that. All right. Well, we'll get to that. But before we do that, I thought, let's have some straight talk.   Kiera Dent (20:40) It does feel like the CPA's hold back or the secret robot. mean, tell me your Harry Potter rules there, Morgan. I just want to know. I need to find one CPA that just knows the secrets of the trade.   Yeah.   Morgan Hamon (20:58) Let's have some straight talk on tax. Why is this emotional? Why is this hard? Let's just take the journey of a doctor that is an associate doing pretty well with their W-2. We all think that we all go in W-2s. You have mandatory withholding. It comes out of your check, gets fired off to the government. You get your net check and you might look at your paycheck and go, what's all this stuff? don't know. I got my net check. I'm to plan my life around this net check. Then we do the tax return.   There's always a little settle up. You might owe a little, get all my back. You always hope to get a little money back, but generally you just plan your life with never having your hands on that money as a W-2. So now we own a business. You get all that money and then we now have to turn around and pay it back. Now keep in mind your tax rates. Okay. If you are married, Google the 2025 tax rates, right? That's what they are. That's what they are. If you're an employee.   Kiera Dent (21:44) Yep.   Morgan Hamon (21:55) That's what they are if you're the owner of a pass-through business. They are the same. But that act of having to turn around and write a check just is, you gotta become comfortable with that and it's an adjustment. ⁓ And here's the other thing where if we just, okay, let's take all our emotions about tax, let's just kind put it over the side and let's just talk very logically.   Kiera Dent (22:12) I agree.   Morgan Hamon (22:23) If you're gonna make three times as much money, what's also going to be three times as much? Your tax. But it's actually maybe a little bit more, right? We got a progressive tax system, right? So, I think when people become high earners, and they go through the grieving process,   Kiera Dent (22:36) see what we feel. It's awesome.   Morgan Hamon (22:48) And I guarantee you, I'll just talk through this briefly, but Gary, you and I have both been through this. And the doctors that are killing it and making lots of money, they've probably been through it too. But if we think about the grieving process, what's the first step? All right, it's denial. Okay, it's the first year you went from making 200 grand as an associate and now making 700 grand. And we've already written off the equipment and now we got 700 grand income. And you get your tax plan and you're like, what? This isn't for me.   Kiera Dent (22:54) Yes.   Morgan Hamon (23:17) Honey, think our email got hacked. We got this, this can't be right. This isn't mine. You go full on denial, this can't be right. And then we're like, no, I'm sorry. I'm sorry, that is your tax plan. And then we immediately go to anger. I'm so mad. thought Morgan was, I thought Morgan was this cool guy. I'm mad at him.   Kiera Dent (23:22) I'm   Hmm?   I need a different CPA, Morgan. I'm finding a different Harry Potter wizard. I need someone better than you.   Not today, I'm out of here.   Morgan Hamon (23:45) You get angry.   You're like, what the heck? I got this tax bill. So you get kind of angry. And then you go into bargaining and say, you know what? I'm going to go buy a CEREC machine tomorrow. Say, OK. I mean, do you need that? mean, do you do a lot of grounds? So you get all, I'm going to do this, this, and then where people are really in troubles and they stop making their estimated payments. Well, this can't be right. This can't   Kiera Dent (23:53) Hahaha.   Ha   Morgan Hamon (24:14) I'm going to go, I'm going to buy this and this and this. And then we start, there's a 6,000 pound truck. I'm going to go buy this big truck. And I kind of joke around a little bit. Yeah. So you get into bargaining, right? And then you're like, OK, well, gosh, I don't need any other equipment. I'm already doing the stuff. And then you get into depression. You're like, really? Am I going to? I guess this just stinks. And then finally, get to acceptance.   Kiera Dent (24:23) G-Wagon right now. I'm gonna brand it.   Morgan Hamon (24:43) and you realize if you're a high earner, there is a corresponding bill. Now that can be managed. There are ways for legal, perfectly legal tax avoidance to get into the so-called secrets. But you go through this journey. This has just been my, I guess, my 15-year research project. I've been through it personally myself, and I'm a CPA, and I still like writing this check. Dang. ⁓   Kiera Dent (25:06) same.   you   Morgan Hamon (25:13) But,   so that's what we have to, I think, wrap our head around, you understand that. And I encourage people, look, if you're a dentist, and maybe this dentist joins the seven figure club, right? You got seven figure profit, that's pretty amazing, right? That's really good income. But you will have a six figure tax bill. And that's okay. That's okay. ⁓   Kiera Dent (25:37) You will.   Morgan Hamon (25:42) And you just, got to get through to acceptance and take comfort in that you are engaged to take advantage of the legal opportunities that are out there for proper tax avoidance. And that's the, we talk about the secrets, you know, I see these clowns on, on YouTube of like, ⁓ I know the secrets of the tax code. mean, if you see that, I mean, just run. ⁓ There are no secrets. They're all well-known. Like I know all our competitors in our, the dental field and I'm on friendly terms with many of them.   We all know these. We all know the stuff that can be done. Legal tax avoidance. here's, we'll call it the secret, ⁓ Dentists, everyone's part of it. Here's the secrets, okay? Here's the secret. When you have a pass through business, which is what these dental practices are, right? So the business, and this will shed some light on your client 20 years, right? Your business does not pay income tax. The business tax return   Kiera Dent (26:22) Everybody's perking up right now, Morgan. They're like, okay.   Morgan Hamon (26:42) is math. It's absurdly complex math, but it quantifies the profit that's passed it through and gets listed on your personal tax return. And you owe income tax on that profit. That's what it means by pass through. And it's all ordinary income tax. There's no special tax rate for business owners. It's ordinary income tax. So how do we save money? Here's the secret. We have to capture as many expenses that we're otherwise incurring and capture those as business deductions.   When we do that, that lowers profit. Less profit passes through to the personal tax return, you pay less tax. That's the secret. So you have to execute the strategies, right? The home office is perfect for doctors. Totally substantiated, totally mainstream deduction. That's what justifies the car.   You can deduct a car, but that means you have to be engaged. You have to get the mile IQ. You have to understand what is your business percentage use. You have to do this right. You have to document it. There's things you have to do right. Take your board meeting. ⁓ If the cash flow allows, have a qualified retirement plan. Take full advantage of that. ⁓ If you're okay with having staff over to your house, have those meetings at home and have the office rent it from you. again, these aren't... People know these. This isn't...   I'd love to tell you I'm some genius that went and studied the tax code and formulated all these myself. This is out there. What you're engaging with your CPA is folks that will actually bring this to you and do it, but ultimately the doctor has to do it. What I think about is if someone thinks, well, I'm just going to have an hour meeting with my account at the end of the year and they're just going to take care of all of this. That's like saying, you know what?   Kiera Dent (28:07) haha   cringe.   Morgan Hamon (28:30) I know I need to work out and eat right to be healthy but I'm just going to go meet with my doc this fall and that should do it. Maybe they'll give me a pill that'll make me in shape and healthy. But no, you got to do the stuff. So if your accountant tells you, look, take a board meeting, document it properly, there's a proper way to do it, you got to do it. That's how we say the proper legal avoidance. your account comes to you and says, look, it's time to be an S-Corp,   Kiera Dent (28:51) Mm-hmm.   Morgan Hamon (29:00) because the profit is appropriate, you gotta follow the instruction. There's a procedure there and it's gonna save a lot of money on self-employment payroll tax if it's done correctly. You gotta listen, but you gotta engage. There's action items. And so we, ⁓ every September, I made a checklist. You know, again, Navy guy, right? I got a checklist. Log in, do the checklist. I call it our business tax savings maximizer. That's the flashiest, catchiest name I could think of. But like, log in and do it. That's the secret.   Kiera Dent (29:19) I love it.   you   Morgan Hamon (29:29) So, you know, for those listeners that waiting for the secret, that's it, right? We got to capture expenses as business deductions and there is action items for the doctor. It requires that engagement. And to circle back to where what you said earlier, like you can't come into the office and just fix it for them. They've got responsibilities on things to do too and that's the same with tax policy.   Kiera Dent (29:53) I thought that was such a beautiful way. And as you were going through the phases of grief, I'm like, oh yeah, I definitely lived all of those.   Thanks for kicking it off with Top Gun, ending with like tack strategy. Thanks for sharing some of the tips. But truly super honored to work with you and love what you guys are doing for dentists out there.   Morgan Hamon (30:04) Alright.   Kiera,   I always enjoy our visits and look forward to each one. So I appreciate you having me. I really enjoyed it.   Kiera Dent (30:16) course. And for all of you listening, thank you for listening and I'll catch you next time on The Dental A Team podcast.