Podcasts about ebitda

What does it really take to build a franchise brand where record sales, loyalty, and work-life balance all go hand-in-hand?Today's guest, Sam Ballas, is a serious numbers guy (his license plate literally says EBITDA!). And he is diving into his trademarked philosophy “driven by unit level economics”. Sam shares why focusing on the numbers at each location beats chasing super-sized national growth, and how regional relationships and relentless data tracking keeps his brands profitable and tight-knit. He also shares the importance of the quality of life (and ballet recitals!) even before expansion and how he stops franchise sales entirely when the time isn't right.Sam G. Ballas is the visionary Founder and Managing Partner of ZorAbility, Inc., as well as the President and Chief Executive Officer of East Coast Wings + Grill (ECW+G), Co-Founder of Sammy's Sliders, Co-Founder/Investor of Dine Growth Group (DGG) and Vice Chair of the International Franchise Association (IFA). With over 40 years of experience in the restaurant industry and 31 years in financial markets and retail real estate development, Sam has cultivated a deep understanding of building successful franchise models. His leadership is grounded in blending traditional methods with innovative, proprietary strategies to create enduring brands.So, if you want honest, battle-tested advice on franchising, balancing growth and happiness, and building teams that actually love what they do then this episode is for you!Connect with SamEmail - sam.ballas@eastcoastwings.comEmail - sammy.sliders@sgb.comEpisode Highlights:Sam Ballas' background and brand philosophyBuilding franchise brands and expansion strategyWhat are FSO's and how do they functionData-driven strategies and supporting franchiseesLeadership decisions during market challengesVetting ideal franchise ownersThe realities and challenges of restaurant franchisingLife-work balance and organizational cultureTeam structure and leadership modelValidation and franchise system growthFranchisee support and operational consistencyFranchise Directory - https://www.sba.gov/document/support-sba-franchise-directoryFranchise Registry - https://www.franchiseregistry.com/Current SBA SOP - https://www.sba.gov/document/sop-50-10-lender-development-company-loan-programsConnect with Tracy Personal LinkedIn: https://www.linkedin.com/in/tracy-panase/ JBF LinkedIn - https://www.linkedin.com/company/jbfsale JBF Franchise System - https://jbfsalefranchise.com/ Email: podcast@jbfsale.com Connect with Shannon Personal LinkedIn - https://www.linkedin.com/in/shannonwilburn/ JBF LinkedIn - https://www.linkedin.com/company/jbfsale Website - https://shineexecutivecoaching.com/ Email - shannon@shineexecutivecoaching.com

When the Silicon Valley Bank crisis erupted in early 2023, Larry Roseman was already well-acquainted with market upheaval. A member of the CFO class appointed around 2020—just as the pandemic began—Roseman had weathered previous storms. He began his career amid the dot-com collapse, then advanced through the 2008 financial crisis. “Scar tissue helps,” he tells us.So when he landed in Palm Springs for a tennis tournament and learned SVB was in freefall—taking all of Thumbtack's cash with it—his weekend plans were immediately sidelined. “Literally getting on the plane and landing, and the whole thing sort of blowing up,” Roseman recalls. “I was holed up in the hotel room for days,” working through how to ensure payroll and access to capital.That crisis became a defining moment. “That was the catalyst for us,” he tells us. Roseman used it to pivot the business away from growth-at-all-costs and toward sustainable, profitable growth. In just a few years, Thumbtack went from -$60 million in EBITDA to +$60 million.His ability to adapt comes from a varied career path—public accounting at Ernst & Young, investment banking at Bear Stearns and JPMorgan, and operational finance at eBay, where he helped spin off PayPal. At Thumbtack, a national home services marketplace, he's scaled the finance team tenfold and implemented a discipline around contribution margin, hire rate, and CAC.“The P&L doesn't lie,” Roseman tells us—especially in times of crisis, when it's clarity, not comfort, that defines the leader.

Points of Interest0:00 – 1:00 – Opening: Marcel introduces the episode's focus on financial visibility and growth, and welcomes returning guest Jon Morris, CEO of Fiscal Advocate and creator of EngineBI.1:00 – 2:55 – Jon's Background: Jon shares his journey from founding Rise Interactive to launching Fiscal Advocate, emphasizing the value of financial insights in scaling agencies.3:00 – 4:30 – Overview of Fiscal Advocate & EngineBI: Jon explains the core services of Fiscal Advocate—bookkeeping and FP&A—and how EngineBI enables forward-looking budgeting, forecasting, and business intelligence.4:30 – 6:45 – Clarifying the Relationship Between Fiscal Advocate & Parakeeto: Marcel and Jon outline how their services complement each other—Fiscal Advocate focuses on company-wide financial health, while Parakeeto dives deep into project-level delivery profitability.6:45 – 8:25 – The Profitability Venn Diagram: The duo discusses the intersection of finance and operations in agency profitability, stressing that complete visibility requires both financial structure and operational clarity.8:25 – 12:00 – The Three Key Financial Metrics: Jon presents his core framework: cash relative to monthly overhead, profitability (target 20% EBITDA), and year-over-year revenue growth (target 20%).12:00 – 15:10 – Managing Cash with Discipline: Jon details a best-practice approach to managing cash through segmented bank accounts—operating, accrual, savings, and (if applicable) media accounts—with clear reserve targets.15:10 – 17:20 – Strategic Use of Excess Cash: They explore scenarios where excess cash should be reinvested or removed from the business, with an emphasis on growth-minded planning or lifestyle-business clarity.17:20 – 22:35 – Accrual Accounting & Forecasting Pitfalls: Jon explains how deferred revenue and mismanaged payment terms can create false security in cash flow and emphasizes the need for accrual-based accounting and detailed forecasting.22:35 – 24:45 – Spending Benchmarks by Function: The episode outlines ideal spending allocations—50% on delivery, 30% across admin/ops/marketing, and 5% on R&D—to balance growth and margin targets.24:45 – 27:55 – Growth vs. Profitability Tradeoffs: Jon advocates for disciplined reinvestment of margin into scalable functions rather than focusing solely on profit extraction, aligning with the “Rule of 40” growth philosophy.27:55 – 33:59 – Importance of Gross Margin Visibility: Marcel and Jon stress the necessity of management accounting to accurately track delivery margin, revealing it as the single most powerful lever for scaling profitably.Show NotesConnect with Jon via LinkedInFiscal AdvocateE-Book: Decision-Making Science For AgenciesEmail: jon@fiscaladvocate.comLove the PodcastLeave us a review here.

In this episode of the Perfect RA Podcast, host Matt Jarvis speaks with his brother, Steven Jarvis, CPA, about the intricacies of auditing in mergers and acquisitions (M&A) deals. They discuss the importance of accurate financial reporting, the nuances of EBITDA, and the potential red flags that can arise during the due diligence process. Steven emphasizes the need for financial advisors to maintain clean books and be 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. Unlocking Value in M&A Transactions With Steven Jarvis [Episode 314] Resources in today's episode: - Matt Jarvis: Website | LinkedIn - Steven Jarvis: Website | LinkedIn  - THE SUMMIT

Back in 2003, when a recruiter lined up Kent Hoskins for a finance interview at Boosey & Hawkes, he came prepared to discuss guitar manufacturing. Instead, the executive immediately began quizzing him on music royalties—the recruiter had apparently misunderstood the brief. Hoskins didn't get the job—at first. But two days later, he got a call: the selected candidate had quit after just 24 hours. Hoskins stepped in.That twist marked a pivotal entry into the world of music IP—one that would shape a two-decade career. At Boosey & Hawkes, he saw firsthand how legacy operations could weigh down financial performance. “Fifty percent of revenue came from physical sheet music,” he recalls, “but it only made up 15% of EBITDA.” The company licensed out the segment, cut headcount, and reinvested in IP, increasing both margins and focus. “It stayed with me… if there's not a path to profitability from revenue, why are you doing it?”Today, as CFO of Concord, Hoskins applies the same operational lens across a $900 million IP portfolio. After joining Concord through acquisition in 2017, he became CFO in 2021. Strategic forecasting now combines AI and streaming data—insights that recently helped identify renewed demand for the Creed catalog. “We could see it from the consumption,” he tells us, which triggered targeted marketing and revenue lift.

In this episode of Grow a Small Business, host Troy Trewin interviews Owen Tilbury, founder of Clip Consulting, who shares his entrepreneurial journey from launching a restaurant in Tasmania to selling it for nearly a million dollars before the 2008 financial crisis. Owen emphasizes the importance of systemizing processes, crafting a unique selling proposition (USP), and fostering community engagement. He discusses his pivot from corporate consulting to community development, leading to the Great Regional City Challenge, which has raised over $600,000 for local projects. Owen also highlights the value of celebrating small wins, balancing work-life goals, and preparing for life after selling a business. The conversation explores people management, including the role of honesty, clear performance documentation, and creating job satisfaction through autonomy, goal clarity, and recognition. Insights from his 44 years in business include mentorship, the importance of life goals beyond work, and lessons learned from initiatives like the Men's Table, a support group for men navigating life challenges. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Owen Tilbury believes the hardest thing in growing a small business is finding and managing the right people. He explains that poor hiring choices can severely harm a business, and even well-qualified candidates on paper may not perform as expected. Letting staff go is never easy, but it's sometimes necessary when they aren't a good fit. He highlights the importance of setting clear goals, documenting performance, and being honest during the process. While he also discusses the challenges of systemizing operations, he makes it clear that people management is the toughest part of the growth journey. What's your favorite business book that has helped you the most? Owen Tilbury's favorite business book that helped him the most is The E-Myth by Michael Gerber. He credits it with fundamentally shifting his mindset about entrepreneurship, particularly the importance of systemizing a business rather than relying solely on personal effort. The book helped him move beyond the "myth" of the natural entrepreneur and focus on building scalable systems that could operate without him, which became a key factor in the long-term success and eventual sale of his consulting business. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Owen Tilbury didn't specifically mention any particular podcasts or online learning resources by name in the interview. However, he emphasized the value of lived experience over theory, suggesting that small business owners should learn directly from others who have actually built businesses. He praised initiatives like the Grow a Small Business podcast itself for featuring real-world stories and practical insights, rather than purely academic advice. His approach to learning leans toward practical, experience-based sharing, community engagement, and learning by doing rather than relying heavily on formal online resources. What tool or resource would you recommend to grow a small business? Owen Tilbury recommends systemization as the most powerful tool to grow a small business. He highlights the importance of creating structured processes that allow the business to operate smoothly without relying solely on the owner. Specifically, he developed a systemized consulting framework called the Profit and Growth Process, which included custom software, manuals, surveys, and templates to streamline business planning and improvement. This approach not only enhanced consistency and scalability but also made his business valuable enough to sell for 15× EBITDA. For Owen, systemizing operations is the key resource every small business should invest in. What advice would you give yourself on day one of starting out in business? Owen Tilbury's advice to himself on day one of starting out in business would be to focus early on systemizing everything and to build the business around the life you want—not the other way around. He emphasizes that business should serve your life goals, not consume them. He also suggests being clear on what success looks like personally, not just financially, and to celebrate small wins along the way. Most importantly, he would remind himself to create a product or service with a clear competitive advantage (USP) and to not be afraid of failing small while learning fast. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey.     Quotable quotes from our special Grow A Small Business podcast guest: Business should serve your life, not become your life — Owen Tilbury You don't need permission to make your community better — just start — Owen Tilbury Celebrate early and often—small wins build great journeys — Owen Tilbury      

Emerging markets investing is increasingly drawing attention from investors seeking high-growth opportunities beyond traditional financial hubs. In this episode, we sit down with Ryan Floyd of Barca Capital, a seasoned global portfolio manager, to uncover how his contrarian, research-driven approach provides an edge in today's complex financial world.For those exploring alternative investments, Ryan offers hard-earned wisdom from the frontlines of investing in Africa and India, tackling the real barriers that keep traditional investors out of these lucrative regions. Whether you're exploring frontier market funds or carving out a career in international finance, this conversation gives you clarity on how to position yourself ahead of trends.Ryan breaks down why he prioritizes free cash flow investing over traditional metrics like EBITDA, and how understanding the nuances of EBITDA vs free cash flow can significantly impact your portfolio's health. You'll also learn how he uses AI in finance for operational efficiency and why small, agile teams are leading innovation globally.Whether you're an investor, aspiring fund manager, or someone navigating the noise of global economic trends, Ryan Floyd's perspective delivers actionable portfolio manager insights to help you make smarter decisions in overlooked markets.Timestamps: 00:00 – Intro: Who is Ryan Floyd?01:02 – Ryan's early career & move into international finance02:30 – Starting out in India and pivot to Africa04:15 – Founding the thesis for Barca Capital06:00 – Real-world challenges in frontier market investing08:10 – Understanding client profiles in alternative investments10:00 – Why smaller teams win with AI in finance11:45 – Legacy vs innovation: Investing in today's businesses13:30 – EBITDA vs free cash flow: Ryan's strong stance16:10 – Red flags: Fast talkers and flashy resumes17:45 – Views on Bitcoin, gold & fiat currency20:00 – Pricing assets in gold and what it reveals22:00 – How to connect with Ryan & Barca Capital#EmergingMarketsInvesting #RyanFloyd #BarcaCapital #AlternativeInvestments #FreeCashFlow #FrontierMarkets #GlobalInvesting #AIinFinance #InvestmentStrategy #FinancePodcast #InternationalFinance #PortfolioManagerInsightsDisclaimer: Not advice. Educational purposes only. Not an endorsement for or against. Results not vetted. Views of the guests do not represent those of the host or show.  To check out the YouTube (video podcast), visit: https://www.youtube.com/@drchrisloomdphdClick here to join PodMatch (the "AirBNB" of Podcasting): https://www.joinpodmatch.com/drchrisloomdphdWe couldn't do it without the support of our listeners. To help support the show:CashApp- https://cash.app/$drchrisloomdphdVenmo- https://account.venmo.com/u/Chris-Loo-4Spotify- https://podcasters.spotify.com/pod/show/christopher-loo/supportBuy Me a Coffee- https://www.buymeacoffee.com/chrisJxClick here to purchase my books on Amazon: https://amzn.to/2PaQn4pFollow our YouTube channel: https://www.youtube.com/chL1357Follow us on Twitter: https://www.twitter.com/drchrisloomdphdFollow us on Instagram: https://www.instagram.com/thereal_drchrislooFollow our Blog: https://www.drchrisloomdphd.com/blogFollow the podcast on Spotify: https://open.spotify.com/show/3NkM6US7cjsiAYTBjWGdx6?si=1da9d0a17be14d18Subscribe to our Substack newsletter: https://substack.com/@drchrisloomdphd1Subscribe to our Medium newsletter: https://medium.com/@drchrisloomdphdSubscribe to our LinkedIn newsletter: https://www.linkedin.com/build-relation/newsletter-follow?entityUrn=6992935013231071233Subscribe to our email list: https://financial-freedom-podcast-with-dr-loo.kit.com/Thank you to all of our sponsors and advertisers that help support the show!Financial Freedom for Physicians, Copyright 2025

LM publica que El Corte Inglés logra un beneficio de 512 millones con el mejor ebitda desde 2007.

Interview with Arturo Préstamo Elizondo, Executive Chairman & CEO of Santacruz Silver Mining Ltd.Our previous interview: https://www.cruxinvestor.com/posts/santacruz-silver-tsxvscz-strengthened-financial-position-deleveraged-and-developing-6319Recording date: 16th June 2025Santacruz Silver Mining (TSXV:SCZ) has reported exceptional Q1 2025 financial results, demonstrating the success of its operational turnaround strategy. The multi-metal producer generated revenues north of $70 million with EBITDA of $27 million, representing a dramatic gross profit increase of nearly 7,000% year-over-year.Executive Chairman Arturo Préstamo Elizondo attributed the strong performance to multiple factors, including favorable metal prices, strategic investments in mining operations, and beneficial currency movements in Bolivia. "Metal prices is helping us indeed, and also we have a few things that contribute to our gross margins. One has been the result of previous year's investments into our mines which have improved our margins," Préstamo explained.The company has made significant progress reducing its debt obligations, paying down $17.5 million of its Glencore consideration. With $22.5 million remaining to be paid in three monthly installments of $7.5 million each, the final payment is scheduled for late October 2025. The company maintains a strong treasury position with over $60 million in cash reserves.Strategic capital investments have focused on the Mexican Zimapán mine, particularly the development of Level 960, which management considers "the future of this mine." The company has acquired over 15 pieces of underground equipment over the past 18 months, with Level 960 now contributing 40,000 tons monthly out of the mine's total 75,000 tons per month throughput.While these investments temporarily elevated all-in sustained cash costs to $34.32 per silver equivalent ounce in Q1, management expects costs to normalize to $22-23 per ounce by Q4 2025 as operations transition from development ore to more efficient stope mining.The company maintains its commitment to community investment, allocating approximately $4 million annually to development programs while focusing on operational excellence rather than acquisitions for 2025.View Santacruz Silver's company profile: https://www.cruxinvestor.com/companies/santacruz-silver-miningSign up for Crux Investor: https://cruxinvestor.com

What happens when your 15-person agency runs out of cash and you have to start over from scratch?On this week's episode of The RAG Podcast, I'm joined by Philippa Smith, founder of Silver Swan Recruitment, a luxury staffing agency for ultra-high net worth individuals.After growing her team to 15, COVID and poor cash flow caught up with her. In August 2024, she made the entire team redundant and scaled the business back to just herself.Nine months later, Philippa is now generating more than £1 million in pro-rata EBITDA. She's happier, more focused, and running a business built around lifestyle and profit, not just headcount.In this episode, we cover:How she pivoted her model to charge upfront and improve cash flowWhy personal branding has transformed her client relationshipsThe emotional cost of scaling too fastHow she's using podcasting and community to drive inbound growthThe upside of running a smaller, more agile agencyIf you're questioning whether scale is really the goal, this episode will give you a new perspective.Chapters00:00 Introduction to Silver Swan Recruitment02:04 Philippa's Journey into Recruitment07:52 Transition to Silver Swan Recruitment10:00 Growth and Challenges in Recruitment18:22 The Impact of COVID-19 on Business22:01 Navigating Revenue Challenges24:05 Strategies for Business Development24:17 Building the Team: Structure and Challenges25:08 The Turning Point: Running Out of Money27:19 Facing Reality: Making Tough Decisions30:01 The Aftermath: Adjusting to Change32:10 Rebuilding: A New Business Model34:12 Commitment to Change: Charging Upfront39:04 Success Redefined: Filling Roles Effectively41:21 The Power of Personal Branding46:47 The Power of Podcasting in Recruitment49:00 Building Communities for House Managers52:58 Creating Value Through Events and Networking56:58 The Balance of Work and Personal Life01:01:02 Lessons Learned and Future Aspirations__________________________________________Episode Sponsor: AtlasYour memory isn't perfect. So Atlas remembers everything for you. Atlas is an end-to-end recruitment platform built for the AI generation. It automates your admin so you can focus on the business tasks that matter. How many conversations do you have every day? With clients. Candidates. Your team. Service providers.Now how many of those conversations can you recall with 100% accuracy? How many hours a week do you spend making notes to try and retain as much as possible? And how much is still getting lost along the way? Traditional CRM systems weren't built for the type of recruitment business you're running right now. They were built to rely on the structured, tagged, categorised, and formal data you could feed it. Manual processes that needed you to input specific information, based on specific questions and answers. But what about all the other conversations you're having every single day? Atlas isn't an ATS or a CRM. It's an Intelligent Business Platform that helps you perform 10X better than you could on your own. How? By removing all your low value tasks, acting as your perfect memory, and providing highly relevant recommendations to impact your performance. Learn more about the power of Atlas – and take advantage of the exclusive offer for The RAG listeners – by visiting https://recruitwithatlas.com/therag/ __________________________________________Episode Sponsor: HoxoRecruitment agency founders - this one's for...

Panther Metals is acquiring the Winston project in Canada in a three-way deal with First Quantum and ASX-listed Frontier Energy. The project boasts a four-year old feasibility study which shows EBITDA above C$60 million per year over a potential 8.5 year life. It also comes with huge exploration upside. Panther's chief executive Darren Hazelwood explains the implications of the deal, and outlines what happens next

Panagiota Hatzis is the VP of Human Resources at HexClad Cookware, a hybrid cookware company. With over 15 years of experience in HR, she has led people and teams through hyper-growth, global expansion, and major cultural transformation. Panagiota is also an Executive Coach at MentorPass and Leaderology. Before HexClad Cookware, she was the Vice President of Human Resources at Common Thread Collective, where she helped scale the company from 20 to 80 employees across 10 states. In this episode… Scaling a company from $10 million to $100 million requires more than just great products or marketing; it demands an intentional and strategic approach to building and leading teams. Yet many leaders overlook people operations as a vital growth lever, treating HR as an administrative function rather than a revenue and culture driver. How can businesses rethink their people strategy to avoid burnout, misalignment, and stalled growth? People operations and organizational psychology expert Panagiota Hatzis emphasizes repositioning HR as a strategic business partner aligned with EBITDA goals. This requires maintaining relational equity — trust and mutual respect — between leaders and teams and optimizing processes to minimize burnout. Building culture intentionally through frequent communication, transparency, and accountability is crucial for maintaining alignment as you scale to the next stage of revenue.  In this episode of the Up Arrow Podcast, William Harris interviews Panagiota Hatzis, VP of Human Resources at HexClad Cookware, about using people operations as a strategic growth engine. She explains how to encourage guilt-free time off for employees, the difference between effort and authentic business results, and how to close the gap between leadership intent and the employee experience.

Amid global economic uncertainty and shifting trade policies, how do manufacturing companies navigate choppy waters? Otto Pukk, President & CEO of InCap joins us to reveal the advantages of a decentralized leadership approach during turbulent times."There is always some crisis and always some turbulence," Otto reflects with refreshing pragmatism. Rather than centralizing control, InCap has thrived by empowering local management teams across their global facilities. "We have excellent management teams in each unit that are experts on the local conditions and can navigate through that," he explains. This distributed leadership model has become their secret sauce in responding quickly to regional challenges without waiting for headquarters directives.The financial results speak volumes. While many European EMS companies struggle, InCap reports strong growth and impressive EBITDA margins. Their ultra-lean headquarters—just 10 square meters in Helsinki with a team of seven—minimizes overhead costs that typically eat into profits. Looking ahead to 2025, Otto acknowledges the market hesitancy as everyone waits to see "what are the rules of the game" regarding tariffs and trade policies, but remains optimistic about growth prospects once conditions stabilize. Perhaps most valuably, he highlights the collaborative spirit within the electronics manufacturing community, where competitors often share knowledge to solve common challenges. "It's a small, very small community actually... you don't need to be afraid to share your experience."Ready to rethink your company's approach to global uncertainty? Listen now and discover how culture and organizational structure might be your greatest asset in unpredictable times.EMS@C-Level Live at APEX is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com)EMS@C-Level is sponsored by global inspection leaders Koh Young (https://www.kohyoung.com) and Creative Electron (https://creativeelectron.com) You can see video versions of all of the EMS@C-Level pods on our YouTube playlist.

SummaryIn this episode, Christian Hassold and Ayelet Shipley delve into the complexities of agency valuations, exploring the interplay between buyer and seller motivations, and discussing real-world scenarios that illustrate various deal structures. They emphasize the importance of understanding the unique dynamics of the agency market, including the factors that influence valuations and the creative structuring of deals to meet the needs of both parties. In this conversation, Ayelet and Christian delve into the intricacies of business valuation, particularly focusing on earn-outs and creative deal structures. They explore how earn-outs can bridge the gap between current cash and total enterprise value, especially in lower EBITDA scenarios. The discussion also highlights the dynamics of larger deals, emphasizing the importance of timing and the need for sellers to recognize good opportunities in a fluctuating market. The conversation is rich with insights on how to structure deals that meet both buyer and seller needs while navigating the complexities of agency acquisitions.Takeaways• A deal occurs in the overlap of buyer and seller needs.• Creative structuring can lead to better outcomes for sellers.• The agency market is dynamic with many new entrants and exits.• People, client relationships, and capabilities are key assets in agency valuations.• Valuations can vary significantly based on market fit and potential.• Understanding the motivations of both buyers and sellers is crucial.• The agency landscape is evolving with increasing deal velocity. Earn-outs can be a strategic tool in business valuation.• Trust between buyer and seller facilitates smoother transactions.Chapters0:48 Introduction 1:59 Why Agencies Are Built and Sold 8:03 How Buyers Assess Value 12:10 Cash Upfront vs. Long-Term Upside 14:28 Real-World Deal Scenarios 15:02 Scenario B: Traditional 80/20 Deal 19:33 Earnout Treatment in Valuation 21:21 Scenario D: Creative Deal for Smaller Agencies 26:27 Performance-Based Payment Adjustment 29:23 Why Larger Deals Are Different 32:41 Wrap-UpConnect with Christian & Inorganic PodcastChristian's LinkedIn: https://www.linkedin.com/in/hassold/In/organic on LinkedIn: https://www.linkedin.com/company/inorganic-podcastIn/organic on YouTube: https://www.youtube.com/@InorganicPodcast/featuredConnect with E26 guest, Ayelet Shipley on LinkedInhttps://www.linkedin.com/in/ayelet-shipley-b16330149/ Hosted on Acast. See acast.com/privacy for more information.

To help guide us through it all, I'm joined by someone who's been there, done it, and got the multiple to prove it, the brilliant Ken Roulston.  Now, if you haven't come across Ken before, he's a bit of a legend in the IT channel. He started his MSP from scratch in 2009 and grew it through six strategic acquisitions before selling it in 2023. What I love about Ken is he doesn't just talk about theory, he's lived the journey – from finding the right businesses to buy, navigating the risks, right through to a successful exit. And in this first episode, we're going right back to the beginning and laying the foundations for M&A success.  Ken shares openly about how he got started, including the bold decision to buy his first MSP right in the middle of the 2009 financial crisis. He explains why he chose acquisition over building from the ground up, how he structured the deal, and the mindset he used to keep pushing forward. For anyone who thinks M&A is only for massive corporates or private equity firms, Ken's story is a real eye-opener.  We explore the idea that, like it or not, every MSP will exit one day. Whether it's a full sale, a team takeover or an acquisition, at some point you'll need a plan. Ken talks about the importance of working backwards from your personal goals, being clear on what you want, and starting early to put your business in the right shape. This episode is full of reminders that waiting too long or not preparing properly can seriously limit your options, and your valuation.  We then shift the conversation to the key metrics MSP owners need to focus on if they want to be seen as a valuable business in the M&A world. Ken Roulston highlights two that are non-negotiable. First, at least 70 percent of your revenue needs to come from recurring income. And second, at least 50 percent of that should be labour-based services like support. It's not enough to be shifting licences. Buyers want to see strong service contracts and retained relationships.  We also talk about profitability. To be taken seriously in M&A, you should be aiming for at least 15 percent EBITDA. Anything under 10 percent means your business probably needs tightening up. Once you hit that 250k profit mark, that's when you start to attract attention from mid-market buyers. Ken breaks this down beautifully and explains how multiples work, what they mean, and how you can use them to your advantage through something called EBITDA arbitrage which is buying smaller MSPs at a lower multiple and rolling them into a more valuable group.  What stood out to me most in this conversation was Ken's reminder that integration is the hard bit. Buying is easy. But unless you integrate the new business properly, especially around people and culture, you can lose momentum fast. This is why so many M&A deals fall down after the initial excitement fades. Culture, values and leadership all matter just as much as systems and numbers.  Finally, we introduce the new MSP M&A platform that Ken Roulston has created with Mark Copeman. It's packed full of tools, training and resources to help MSP owners confidently navigate their M&A journey, whether they're buying or selling. It's aligned with everything we believe in at The Growth Hub, clear structure, expert guidance and real-world support.  So, if M&A has been on your mind or even if you just want to get your MSP into a stronger, more scalable position, this episode is the perfect place to start. And make sure you stay tuned for the next two parts in this M&A Mastery series. Next week we'll be diving into the selling process, then wrapping up in part three with how to approach buying successfully.  Connect with Ken Roulston on his LinkedIn HERE and learn more about his MSP M&A through their website HERE.  Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK  And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon!

Get your free verifiable CPD for this episode here >>> https://www.dentistswhoinvest.com/videos/dental-practice-market-outlook-2025-with-mr-luke-moore———————————————————————Curious about dental practice values in today's market? Wonder what's really happening with corporate buyers and whether NHS practices still command premium prices? The data might surprise you.Luke Moore, Head of Dental Elite's practice brokerage team, joins us to unpack the revealing findings from their annual dental market report—a comprehensive analysis representing roughly 25% of all UK dental practice transactions. This insider's view of completed sales (not just valuations) delivers eye-opening insights for anyone considering buying or selling a practice.We dismantle the prevailing "urban myth" that corporates dominate today's acquisition landscape. The reality? Independent dentists purchasing their first, second or third practices remain the primary buyers, while the largest groups have pivoted toward fewer, larger acquisitions with specific strategic focus.The conversation explores why mixed practices command the highest multiples from independent buyers (averaging 3.87x FMT), while private practices are the "jewels in the crown" for corporate buyers (averaging 7.36x EBITDA). Luke shares fascinating details about regional valuation disparities, with practices in recruitment-challenged areas selling for significantly lower multiples than their urban counterparts.Perhaps most revealing is the emerging trend of sellers prioritising complete payment at completion over potentially higher valuations with deferred components—a shift Luke attributes partly to mixed post-sale experiences reported by principals who've previously sold to larger groups.Whether you're a practice owner contemplating your exit strategy, an associate exploring ownership opportunities, or simply interested in the business of dentistry, this data-rich conversation provides crucial context for navigating today's complex dental marketplace.Earn complimentary verifiable CPD by completing the associated assessment through the link in our show notes.———————————————————————Disclaimer: All content on this channel is for education purposes only and does not constitute an investment recommendation or individual financial advice. For that, you should speak to a regulated, independent professional. The value of investments and the income from them can go down as well as up, so you may get back less than you invest. The views expressed on this channel may no longer be current. The information provided is not a personal recommendation for any particular investment. Tax treatment depends on individual circumstances and all tax rules may change in the future. If you are unsure about the suitability of an investment, you should speak to a regulated, independent professional. Investment figures quoted refer to simulated past performance and that past performance is not a reliable indicator of future results/performance.Send us a text

Arturo Préstamo Elizondo, Executive Chairman and CEO of Santacruz Silver Mining Ltd. (TSXV: SCZ) (OTCQB: SCZMF), joins me to recap the key record Q1 2025 financial results along with a comprehensive review of all operations.  Santacruz Silver operates 1 mine in Mexico, and 5 mines, 3 mills, and an ore feed-sourcing and metals trading business in Bolivia, as an emerging mid-tier silver and base metals producer.   Q1 2025 Highlights   Revenues of $70.3 million, a 34% increase year-over-year. Gross Profit of $27.9 million, a 6882% increase year-over-year. Net Income of $9.5 million, a 93% decrease year-over-year1. Adjusted EBITDA of $27.5 million, a 2202% increase year-over-year. Cash and cash equivalents of $32.5 million, a 706% increase year-over-year. Working Capital of $51.7 million, a 7530% increase year-over-year. Cash cost per silver equivalent ounce sold ($/oz) of $17.84, a 16% decrease year-over-year. AISC per silver equivalent ounce sold of $22.34, a 8% decrease year-over-year. Silver Equivalent Ounces produced of 3,688,129, a 5% decrease year-over-year.    Q1 2025 Production Highlights:   Silver Equivalent Production: 3,688,129 silver equivalent ounces Silver Production: 1,590,063 ounces Zinc Production: 20,719 tonnes Lead Production: 2,718 tonnes Copper Production: 279 tonnes Underground Development: 10,135 meters   Arturo discussed the very strong revenues, gross profit, cash and cash equivalents,  adjusted EBITDA, and working capital up substantial in year-over-year metrics. In addition their cash costs and All-In Sustaining Costs (AISC) numbers came down in a meaningful way due to a combination of factors from mine optimization work paying off, to favorable currency exchange rates, and the positive impact of paying down the Glencore loan early.    Additionally, there was better setup with San Lucas ore-feeding business absorbing the Reserva Mine ore to blend with ore from the small-scale miners, and with it not being blended with Tres Amigos and CQCQT. This made Caballo Blanco much more efficient with better metals recoveries, as well as the San Lucas operations improving efficiencies.   The water issues at Bolivar were limited to just this quarter and resolved and the reason Zimapan was higher cost this quarter was because they just bought some new equipment to optimize operations (like 3 new Scoop trams), and to take advantage of the higher-grade 960 Level.  Those were both one-off effects taken in Q1, but resolved for Q2 and moving forward for the balance of the year.   Wrapping up we reviewed the plan in place to exercise its Acceleration Option to satisfy the Base Purchase Price owed to Glencore, by making payments on a schedule that aligns the accelerated timing whilst meeting the Company's commitment to financial discipline and a strong balance sheet. The plan's primary objective is to save the Company US$40 million. The Company successfully completed payments to Glencore of USD$17.5 million by the end of Q1, and will be paying the remaining of USD$22.5 million by October 31, 2025.     If you have any follow up questions for Arturo regarding Santacruz Silver, then please email them to me Shad@kereport.com.   In full disclosure, Shad is a shareholder of Santacruz Silver at the time of this recording, and may choose to buy or sell shares at any time.   Click here to follow the latest news from Santacruz Silver

Interview with Sam Lee, President & CEO of NorthIsle Copper & Gold Inc.Our previous interview: https://www.cruxinvestor.com/posts/northisle-copper-gold-tsxvncx-long-life-high-margin-canadian-project-6739Recording date: 5th June 2025Northisle Copper & Gold is positioning itself as a premier copper-gold development story, combining exceptional project economics with strategic board additions that signal institutional credibility. Led by President and CEO Sam Lee, the company has assembled a world-class team to advance what it characterizes as an extraordinary project trading at significant discount to its underlying value.The company's preliminary economic assessment reveals compelling fundamentals: a CAD$2 billion NPV after tax with 45% internal rate of return over 29 years at conservative metal prices. At current spot prices of $4.60 copper and $2,900 gold, the economics expand to a remarkable CAD$3.7 billion NPV. Despite these metrics, Northisle trades at approximately $250 million market capitalization, representing just 0.1 times net asset value.Strategic board appointments underscore the project's institutional appeal. Alex Davidson, a 30-year Barrick Gold executive vice president instrumental in identifying major global gold projects, brings unparalleled operational expertise. "If there's a major gold project in this world, Alex has touched it somehow," Lee noted. Complementing Davidson's experience, Dr. Pablo Mejia, former VP of Exploration at Ero Copper, contributes AI-driven geological analysis capabilities to unlock value from the project's extensive 60-year database.The company has engineered a phased development strategy that prioritizes high-grade, high-margin zones delivering 70% EBITDA margins. This approach, following the successful Teck Resources model, uses early gold production of 200,000 ounces annually to fund broader district development across a 35-kilometer porphyry system.Northisle's systematic exploration approach has delivered consistent results, with four consecutive phases generating a 3:1 return ratio—each $7 million drilling program translating to $25-30 million market capitalization increases. This disciplined execution, combined with strong political support for Canadian critical mineral development and strategic tidewater access on Vancouver Island, positions Northisle as a compelling investment opportunity in an increasingly strategic sector.View NorthIsle Copper & Gold's company profile: https://www.cruxinvestor.com/companies/northisle-copper-goldSign up for Crux Investor: https://cruxinvestor.com

We are joined by CFO Jared Miller to discuss the basics of CFO and business finance. What's the difference between an accountant and a CFO? What are the job responsibilities of a CFO? What kind of schooling do CFOs traditionally have? What is EBITDA and how long has the concept been around? What kind of debt do companies have and do CFOs manage taking and repaying loans? Do CFOs need to know about tax law? Do CFOs work closely with attorneys? What kind of software do CFOs use? What are the changes in CFO work with AI? Do the numbers always end up clean, or how often does money go missing from a company?

Dan Regester fills in for Producer Randy as the boys check in on Randy in Vegas, gym talk, U.S. Open at Oakmont, Tesla Robotaxis in Austin, This Weekend in Fun, and Run it Back. Support us on Patreon and receive weekly episodes for as low $5 per month: www.patreon.com/circlingbackpodcast Watch all of our full episodes on YouTube: www.youtube.com/washedmedia Shop Washed Merch: www.washedmedia.shop • (0:00) Fun & Easy Banter • (16:20) Checkin in on Randy in Vegas • (18:00) Ask a Gym Guy • (40:10) Tesla Robotaxis • (52:08) U.S. Open • (1:01:05) This Weekend in Fun • (1:07:20) Run it Back Support This Episode's Sponsors: • Aura Frames: For a limited time, listeners can save on the perfect gift by visiting AuraFrames.com to get $30 off on their best-selling Carver Mat frame with promo code CIRCLING. • Factor Meals: Get started at factormeals DOT com slash backer50off and use code backer50off to get 50 percent off plus FREE shipping on your first box. • Rhoback: Get 20% off at Rhoback.com with promo code WASHED20. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, finance professor and author, Alex Edmans, offers a rigorous examination of the narratives surrounding diversity, equity, and inclusion (DEI) in corporate strategy. Drawing on his critique of widely cited studies, including those from McKinsey and BlackRock, Edmans illustrates how flawed data interpretations and confirmation bias contribute to the persistence of questionable claims. He warns against relying on correlation-based research that lacks causal rigor, especially when such findings are used to justify high-stakes decisions in boardrooms and policy circles.   Edmans identifies three recurring issues in the current DEI discourse: cherry-picked performance metrics that ignore long-term shareholder value; reverse causality, where strong performance leads to more diversity, not the other way around; and omitted variable bias, such as industry effects that confound diversity claims. He also critiques the narrow definition of diversity, which often reduces individuals to surface-level demographic traits while ignoring cognitive and experiential variation that may be more relevant to performance.   The conversation extends beyond DEI to explore the structural incentives within academia, consulting, and media that reward oversimplified narratives. Edmans notes that when ideas become dominant, dissenters face not only reputational risk but also institutional hurdles that discourage honest debate. The result is a professional ecosystem in which flawed research is amplified and poorly contextualized advice is recycled across geographies and sectors without regard for applicability.   Other key themes include: The difference between demographic and cognitive diversity in strategic decision-making The dangers of universalizing business practices without accounting for local context Why flawed performance metrics (e.g., EBITDA) misrepresent firm success How misaligned incentives distort executive behavior and perpetuate ineffective initiatives The role of institutional culture in suppressing dissent and reinforcing groupthink   For senior leaders navigating complex decisions, Edmans' commentary offers a timely reminder: even widely accepted practices warrant scrutiny. In environments where performance is difficult to measure and cause-effect relationships are opaque, intellectual discipline, not ideological alignment, is essential.   Learn more about Alex Edmans here: https://alexedmans.com/   Get Alex's book here: May Contain Lies: How Stories, Statistics, and Studies Exploit Our Biases—And What We Can Do about It.  https://maycontainlies.com/   Here are some free gifts for you:   Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

In this week's episode of Syndication Nation, a podcast dedicated to all things leveraged finance-related, 9fin deputy editor Sasha Padbidri and head of legal James Wallick have put together a terrible headline and a great conversation on the emergence of President Donald Trump's tariff language in new issue debt documents.For more details (and terrible headlines), check out our reporting on Spanish waste management company Urbaser, which is among the first leveraged credits to include tariff language in its new issue bond OM.Have any feedback about this episode? Send us a note at podcast@9fin.com. Thanks for listening!

In this episode, the hosts dive into a high-flying tourism aviation business for sale in the Southeast, featuring helicopters, helipads, and hefty margins—with a healthy side of legal intrigue and risk.------------------------------------------------------------------► Join 40,000+ business minds who read my newsletter: http://bit.ly/SmallBusinessMBA► Deep dives on businesses for sale: https://www.youtube.com/@AcquisitionsAnonymousPodcast  ► Follow me on Twitter/X: https://x.com/girdley------------------------------------------------------------------

How Smart Founders Get 5–100× Higher Business Exit Value John Ratliff On The Homefront Unlock the insider strategies behind maximizing your business exit — beyond just EBITDA multiples. In this in-depth Home Front interview, John Ratliff walks us through: Why most business owners sell for less than they deserve How to build with the ideal buyer persona in mind Structuring deals that attract “must‑have” buyers and unlock premium valuation Avoiding common exit mistakes (e.g., unprepared financials, single bidder, structure pitfalls) Culture-first leadership: treating frontline staff as your most important asset “Dream On” program insights: boosting morale, reducing turnover, and saving $ M Speaking your bold future into existence (strategic aim & painted picture) The power of community and masterminds for founder growth Perfect for founders, CEOs, and business changemakers serious about maximizing their exit and taking their company (and culture) to the next level. ⭐ Subscribe for more founder exit strategies & culture-first leadership insights. John Ratliff on LinkedIn Align5 

How Smart Founders Get 5–100× Higher Business Exit Value John Ratliff On The Homefront Unlock the insider strategies behind maximizing your business exit — beyond just EBITDA multiples. In this in-depth Home Front interview, John Ratliff walks us through: Why most business owners sell for less than they deserve How to build with the ideal buyer persona in mind Structuring deals that attract “must‑have” buyers and unlock premium valuation Avoiding common exit mistakes (e.g., unprepared financials, single bidder, structure pitfalls) Culture-first leadership: treating frontline staff as your most important asset “Dream On” program insights: boosting morale, reducing turnover, and saving $ M Speaking your bold future into existence (strategic aim & painted picture) The power of community and masterminds for founder growth Perfect for founders, CEOs, and business changemakers serious about maximizing their exit and taking their company (and culture) to the next level. ⭐ Subscribe for more founder exit strategies & culture-first leadership insights. John Ratliff on LinkedIn Align5 

In this episode, the hosts dive into a high-flying tourism aviation business for sale in the Southeast, featuring helicopters, helipads, and hefty margins—with a healthy side of legal intrigue and risk.------------------------------------------------------------------► Join 40,000+ business minds who read my newsletter: http://bit.ly/SmallBusinessMBA► Deep dives on businesses for sale: https://www.youtube.com/@AcquisitionsAnonymousPodcast  ► Follow me on Twitter/X: https://x.com/girdley------------------------------------------------------------------

Hi, welcome to ValuationPodcast.com, a podcast and video series about all things related to business and valuation. My name is Melissa Gragg, and I'm a financial mediator and valuation expert in St. Louis, Missouri.We're speaking today with Mark Howley about small business success and exit strategies, and his passion is in talking about business, growing business, and public speaking. He also has a podcast that we'll talk about later, but today he's going to share his story about building a business with the exit in mind.And quite frankly, you guys hear me talking about this a lot—not only how do you grow a business, start a business, and market a business, but if you're not thinking about the end in mind, then I think we get distracted by the pretty logos and all of the fun social media. But quite frankly, there's really a process of starting a business—and then, how are you going to exit or monetize it at the end?Key Takeaways:1. Build a Business You Understand DeeplyMark emphasized the dangers of chasing business ideas you don't know. He initially considered buying companies in industries he didn't understand (like potato chips or trail mix) and quickly realized that deep domain expertise is crucial for long-term success. He succeeded by staying in the packaging industry where he already had knowledge, relationships, and leverage.2. Bootstrap with Discipline and Realistic ExpectationsMark cut his salary by 40%, managed household expenses down to the diaper, and lived lean for four years while growing his company. His message: entrepreneurship is not glamorous at first. You need financial discipline, a clear budget, and the willingness to sacrifice comfort in exchange for long-term freedom.3. Structure Your Business to Run Without YouOne of the key factors that made Mark's company valuable at exit was his team—not just his own leadership. Buyers aren't looking to buy you; they want to buy a system with a team that can keep the business profitable after you're gone. Mark built a team with defined roles and documented processes that could operate without his daily involvement.4. Expect the Sale Process to Be Grueling and Prepare for ItSelling a business is not a handshake deal. Mark shared how potential buyers will climb up your books, dig into every corner of your operation, and often reduce the final price in a "retrading" maneuver. He recommends having annual reviews, financial audits, and a strong attorney to survive due diligence and avoid getting steamrolled.5. Know Your Value—Then Be Ready to WalkWhen approached to sell, Mark didn't bite at the first offer and wasn't desperate to exit. This gave him negotiating power. He also warned entrepreneurs not to underestimate the emotional cost of letting go—or the financial risk if the buyer isn't properly funded. His advice: Know your EBITDA, understand deal terms like holdbacks and earn-outs, and don't sell unless the offer respects your value.Connect with Mark - LinkedInMark's Podcast and WebsiteMelissa GraggCVA, MAFFExpert testimony for financial and valuation issues  Bridge Valuation Partners, LLC  melissa@bridgevaluation.com  http://www.BridgeValuation.com  http://www.ValuationPodcast.com  http://www.MediatorPodcast.com  https://www.valuationmediation.com  https://www.thedivorceallies.com/Cell: (314) 541-8163Support the show

Register for the webinar:SBA Loans 101 + Program Updates - Jun 12th - https://bit.ly/4jG0FSVAfter Evan Stewart found his footing in his printing business, he pushed it from $1.8m to $3.2m EBITDA in under 2 years.Topics in Evan's interview:Experience in the Acquisition Lab6 months of imposter syndromeEarning the right to be heardChanges in direct mail printing technologyStanding out amongst fierce competitionHis wife joining the businessMoving his family to be closer to the businessAccepting investment from friends and familyPutting a lien on his house to get the loanBuying into a shrinking industryReferences and how to contact Evan:LinkedInDirect OneAlex Holley on Acquiring Minds: Networking His Way to $800k SDEGet 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 MindsDownload 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

Thinking about selling your business? In this episode of Protect Your Assets, David Hollander discusses key considerations for business owners preparing for a potential sale. From cleaning up your books to understanding valuation methods like EBITDA and discounted cash flow, you’ll learn how to navigate the transition thoughtfully. David also explores tax implications, legal planning, and how to approach the emotional side of letting go of a company you've spent years building. Whether you’ve received a call from a private equity firm or you’re just beginning to consider your next chapter, this episode offers practical insights from over 30 years of working with business owners at every stage of the exit process. You can send your questions to questions@pyaradio.com for a chance to be answered on air. Catch up on past episodes: http://pyaradio.com Liberty Group website: https://libertygroupllc.com/ Attend an event: www.pyaevents.com Schedule a complimentary 15-minute consultation: https://calendly.com/libertygroupllc/scheduleacall/ See omnystudio.com/listener for privacy information.

Many entrepreneurs struggle to scale significantly. Marc Adams, a seasoned business expert, shared insights on Sales Pop on how to break through these barriers, scale to a $100 million valuation, and exit tax-free. Key strategies include establishing a healthy EBITDA margin (around 15%) during initial organic growth. Then, use strategic acquisitions—focusing on leveraging strengths via cross-pollination rather than disruptive early integration—to rapidly increase value. Adams emphasized that substantial wealth is preserved through smart tax planning during exit preparation and highlighted the transformative potential of partnering with the right private equity firms. He offers a free consultation for businesses ready to explore these strategies.

Unlocking Alpha: The Sprint 2 Value Mini Series- Chapter 01 Sourcing & Procurement with host Reed Dailey. In the first episode, we discuss the critical role of procurement in driving value creation for companies, particularly in the context of private equity. He emphasizes the financial impact of effective sourcing and procurement strategies, sharing real-world examples and insights on how to optimize these processes. The discussion highlights the importance of leveraging specialists and maintaining a strategic focus on procurement as a key driver of EBITDA and overall business success.Listen and Subscribe:Apple Podcasts: ⁠⁠⁠⁠⁠https://apple.co/3GNBF9b⁠⁠⁠⁠⁠Google Podcasts: ⁠⁠⁠⁠⁠https://bit.ly/3rSL7DS⁠⁠⁠⁠⁠Spotify: ⁠⁠⁠⁠⁠https://spoti.fi/3GO9yGF⁠⁠⁠⁠⁠LinkedIn: ⁠⁠⁠⁠⁠Subscribe Online⁠⁠⁠⁠⁠ Youtube: ⁠⁠⁠⁠⁠https://www.youtube.com/@digital3dshow⁠⁠⁠⁠⁠Connect with the Show:Instagram: ⁠⁠⁠⁠⁠https://twitter.com/Digital3DShow⁠⁠⁠⁠⁠Twitter: ⁠⁠⁠⁠⁠https://Instagram.com/Digital3DShow⁠⁠⁠⁠⁠Connect with the Host:Linkedin: ⁠⁠⁠⁠⁠https://www.Linkedin.com/in/ReedDailey⁠⁠⁠⁠⁠Instagram: ⁠⁠⁠⁠⁠https://www.Instagram.com/ReedDailey⁠⁠⁠⁠⁠X: ⁠⁠⁠⁠⁠https://www.x.com/ReedDailey

Thinking about selling your business? In this episode of Protect Your Assets, David Hollander discusses key considerations for business owners preparing for a potential sale. From cleaning up your books to understanding valuation methods like EBITDA and discounted cash flow, you’ll learn how to navigate the transition thoughtfully. David also explores tax implications, legal planning, and how to approach the emotional side of letting go of a company you've spent years building. Whether you’ve received a call from a private equity firm or you’re just beginning to consider your next chapter, this episode offers practical insights from over 30 years of working with business owners at every stage of the exit process. You can send your questions to questions@pyaradio.com for a chance to be answered on air. Catch up on past episodes: http://pyaradio.com Liberty Group website: https://libertygroupllc.com/ Attend an event: www.pyaevents.com Schedule a complimentary 15-minute consultation: https://calendly.com/libertygroupllc/scheduleacall/ See omnystudio.com/listener for privacy information.

In times of uncertainty, knowing what your business is worth—and how to protect or grow that value—can feel elusive. You are never sure what business you are really in. What should you do? How can you retain the value you have created and prepare for the next growth phase, or even the exit strategy? On this recent episode of On the Brink with Andi Simon, I had the pleasure of speaking with Dave Bookbinder. Dave is a business valuation expert whose groundbreaking work focuses on an often-overlooked truth: your people are your most valuable asset. Dave, the author of The New ROI: Return on Individuals, joined me to unpack how business owners can better understand, manage, and maximize the value of their companies—especially in a rapidly changing business environment. His key message? Valuation isn't just a number. It's a reflection of leadership, culture, and strategic clarity. Let me repeat that:  Your business's value is a reflection of leadership, culture, and strategic clarity. What can Dave teach you about how to build and protect that value? The Human Side of Valuation Dave's experience spans thousands of valuation engagements across industries. And while balance sheets highlight assets like patents and trademarks, human capital rarely makes the cut. “Every CEO says their people are their most valuable asset,” Dave points out, “but where do they show up on the balance sheet? They don't.” That gap sparked his first book, The New ROI, which explores the critical link between culture, engagement, and enterprise value. His second, The New ROI: Going Behind the Numbers, draws from his award-winning podcast, Behind the Numbers, which focuses on how leadership and culture truly impact business performance. You will totally enjoy watching our video of the podcast here. Common Valuation Mistakes Dave shared some of the biggest pitfalls business owners face when it comes to valuing their company: Relying on rules of thumb: “Back-of-the-napkin” valuations based on hearsay can be wildly misleading. Dave recounted a client who declined a generous acquisition offer assuming better ones would follow. Years later, the business couldn't command even half that valuation. Tax-driven financials: Many entrepreneurs minimize income to reduce taxes, only to struggle during a sale. Buyers don't take your word for “adjusted EBITDA”—they want clean, auditable numbers. Unrealistic projections: Over-optimistic forecasts, especially those shaped like a hockey stick, often destroy credibility with buyers. “They're buying the future,” Dave says. “And if your projections seem disconnected from market realities, they'll discount for risk.” De-Risking Your Business to Maximize Value Buyers and investors are risk-averse. That's why Dave emphasizes the need to "de-risk" your business: Clean financial statements: Avoid running personal expenses through the business. Have your books reviewed or audited by a CPA. Strong management team: If the business can't run without you, it's not scalable—or sellable. Documented processes: Institutional knowledge should live in systems, not just in people's heads. “If your business can't survive you getting hit by a bus,” Dave quips, “you don't have a sellable business.” Exit Planning is a Process, Not an Event Whether you're transferring ownership to a family member or preparing for an acquisition, Dave urges owners to think ahead. “Selling a business is like selling a house,” he explains. “You need to get an appraisal, clean it up, and understand what similar businesses are selling for.” He also warned that poorly integrated acquisitions often fail—not due to valuation issues, but because of clashing cultures. “Seventy-five to ninety percent of deals miss their synergy targets because they ignore people and culture,” he says. Why Culture is Core to Company Value As a corporate anthropologist, I know firsthand how culture shapes performance. Dave agrees. “It's not that successful companies have a good culture—it's that good culture drives success,” he said. When leaders overlook how work gets done—or try to impose a new cultural model without understanding the old one—they risk alienating key people and destroying value. Culture is the operating system of the business. Your People Are Your Value Dave's work offers a refreshing, human-centric view of business valuation. Whether you're growing, planning an exit, or considering acquisitions, the lesson is clear: your people, your culture, and your credibility are the real ROI. If you're curious to learn more, check out Dave's books on Amazon: The New ROI: Return on Individuals The New ROI: Going Behind the Numbers The Valuation Toolbox for Business Owners and Their Advisors And tune into his award-winning podcast, Behind the Numbers. Final Thought In today's volatile market, it's not just about numbers—it's about narratives. The story you tell buyers, investors, or the next generation about your company must be grounded in reality, powered by culture, and led by people who are truly your greatest asset. To reach David Bookbinder and read his books: Dave's Profile: linkedin.com/in/davebookbinder Websites: linktr.ee/BehindTheNumbers (Portfolio) NEWROI.com (Personal) amazon.com/Dave-Bookbinder/e/B075SDJ12F (Portfolio) Email: davebookbinder@gmail.com Listen to these other podcasts or read the blogs about them: 435: Navigating the Management Maze: Tips for New Leaders  433: Organizations Must Embrace Human-Centric Design 430: How Does Dr. Chris Fuzie Create Great Leaders? Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Books:  Learn more about these books here: Rethink: Smashing the Myths of Women in Business Women Mean Business On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk! From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn    

Pav Gill, ex-APAC Head of Legal at Wirecard, joins Jeremy Au to share how he uncovered one of the largest financial frauds in Europe. They discuss Pav's early career shift from traditional law to fintech, the moment red flags at Wirecard became undeniable, and how an internal whistleblower's plea led him to launch a covert investigation. Pav reveals how management retaliation escalated into threats, fake HR cases, and even potential physical harm. With support from his mother, he connected with investigative journalists, leading to Financial Times exposés and Wirecard's collapse. Pav reflects on the limits of legal privilege, the challenges of systemic fraud, and how founding his governance startup, Confide, helps companies act on misconduct before it spirals. 03:00 Pav joined Wirecard for Fintech exposure: He left a low-paid legal role at GoBear and was attracted by Wirecard's billion-dollar scale and regional autonomy. 07:00 Subsidiary financials didn't match reported earnings: Pav noticed Asia's books were consistently late, loss-making, and inconsistent with group-level EBITDA claims. 08:15 A junior employee blew the whistle to Pav: She feared for her life and refused to carry out forged transaction requests, trusting him as a neutral legal party. 13:00 Pav found fake invoices and logos in inboxes: Wirecard staff had blatantly doctored client documents—indicating round-tripping and money laundering. 17:30 Management shut down the investigation and targeted him: Pav faced office intimidation, HR setups, and was asked to travel to Jakarta under suspicious pretext. 33:35 Pav's mother connected him to journalists: She contacted Clare Rewcastle Brown, who referred them to the Financial Times and helped spark public investigations. Pav Gill: https://www.linkedin.com/in/pavgill Confide Platform: https://www.confideplatform.com Watch, listen or read the full insight at https://www.bravesea.com/blog/pav-gill-exposing-the-lie Get transcripts, startup resources & community discussions at www.bravesea.com WhatsApp: https://whatsapp.com/channel/0029VakR55X6BIElUEvkN02e TikTok: https://www.tiktok.com/@jeremyau Instagram: https://www.instagram.com/jeremyauz Twitter: https://twitter.com/jeremyau LinkedIn: https://www.linkedin.com/company/bravesea English: Spotify | YouTube | Apple Podcasts Bahasa Indonesia: Spotify | YouTube | Apple Podcasts Chinese: Spotify | YouTube | Apple Podcasts Vietnamese: Spotify | YouTube | Apple Podcasts

In this episode of Excess Returns, Matt Zeigler sits down with Rupert Mitchell—founder of Blind Squirrel Macro—for an insightful, opinionated, and often humorous discussion on global market dynamics, the Mag 7, structural portfolio shifts, and what it takes to be a successful generalist investor. From the “Chart of Truth” to the hidden value in tire stocks, Rupert brings decades of experience and a distinctive lens to markets, risk, and opportunity.

When Doug Lowenthal discovered that $1 million in EBITDA was the minimum threshold acquirers looked for in his industry, he had a goal. Then he learned that managed service providers—businesses that offer outsourced IT support—were trading for 6–8× EBITDA. That's when he realized he was building something truly valuable.  But getting there required more than just strong financials. Doug had to rethink how he led his team, structured his business, and prepared for life after the deal. 

Join Rick Ormsby with Derek Ball, Peter Fisher, and Raymond Buehner from the Unbridled Capital team as they discuss the following topics: What is the current profile of buyers for franchise assets for sale? What brands, geographies, sizes, and types of deals are most sought after? What prices are buyers most likely to pay (multiple of EBITDA)? What risks are keeping buyers on the sidelines? Are buyers expanding beyond franchise restaurants into other categories?

Bill Cohan joins guest host Julia Alexander to dissect Warner Bros. Discovery's latest financial headaches—from its debt downgrade into quasi-junk territory to stagnant EBITDA growth. They debate C.E.O. David Zaslav's stewardship of the company, the timeline for a potential spinoff involving WBD's linear channels, and whether Zaz is laying the groundwork for a major M&A play. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

In this episode of the Nifty Thrifty Dentists Podcast, Dr. Glenn Vo interviews Greg Essenmacher, CEO of GnA Consult, about the systems, strategy, and operational support that dental practices need to thrive, especially when scaling into more complex procedures like full-arch dentistry. Greg Essenmacher is a trailblazer in All-on-X dentistry, revolutionizing single-office practitioners into thriving implant practices that often expand into large group practices. With over a decade of full-arch consulting experience, Greg has: Launched the Neodent brand into the U.S. market for the Straumanngroup. Helped hundreds of practices increase full arch profitability, case acceptance, and patient outcomes. Helped practices turn Full Arch into their most valuable asset—boosting EBITDA and long-term valuation Greg's formula focuses on results you can see—higher margins, more arches, and a team-driven system that runs without the doctor spending 1+ hours in every consult.

This is Zack Fuss. Today, we're tackling a giant in a controversial and incredibly complex industry, UnitedHealth Group. At its recent apex, UNH was a half-trillion-dollar market cap business, the 15th largest listed business in the United States. Today, that market cap sits at just $275 billion. The company generates an excess of $400 billion in sales annually and produces $40 billion in EBITDA as it touches every facet of the American healthcare system. To break down UnitedHealthcare, I'm joined by Stephanie Niven, a co-PM of the Global Sustainable Equity Strategy within the Sustainable Equity Team at Ninety One. Stephanie has been following the company since 2012 and she helps us to unravel this intricate business. We explore how UnitedHealthcare operates as a fully integrated healthcare system from its insurance arm to its high-margin health services business. We also dive into the concept of value-based care, the recent headwinds from Medicare Advantage scrutiny, and whether the market is mispricing this complex giant amidst regulatory noise and leadership changes. Please enjoy this breakdown of UnitedHealth Group. ⁠⁠Subscribe⁠⁠ to Colossus Review For the full show notes, transcript, and links to the best content to learn more, check out the episode page⁠ ⁠here⁠⁠. —- This episode is brought to you by Octus, formerly Reorg, is the essential credit intelligence and data provider for nearly 40,000 professionals across the world's leading buy side firms, investment banks, law firms and advisory firms. By surrounding unparalleled human expertise with embedded AI technology, data and workflow tools, Octus unlocks powerful truths that fuel decisive action in financial markets. Visit⁠⁠ octus.com⁠⁠ to learn how rigorously verified intelligence is delivered at speed to create a complete picture across the entire credit lifecycle. —- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit⁠⁠ joincolossus.com/episodes⁠⁠. Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠https://thepodcastconsultant.com⁠⁠). Show Notes (00:00:00) Welcome to Business Breakdowns (00:04:51) Understanding the US Healthcare System (00:10:24) UnitedHealth Group's Origins and Evolution (00:13:41) UnitedHealth Group's Business Model (00:22:36) Optum: The Overlooked Powerhouse (00:29:24) Value-Based Care: A New Approach (00:34:51) Current State of US Healthcare System (00:36:49) Regulatory Scrutiny and Media Attention (00:37:27) Investor Concerns and Company Response (00:42:49) Structural vs. Cyclical Issues (00:48:42) UnitedHealth's Technological Edge (00:52:07) Political Risks and Regulatory Environment (00:57:16) Medicare Advantage: A Closer Look (01:02:02) Lessons from UnitedHealth's Strategy

Cameron is joined by Dani Naughton, an expert in aesthetics with 17 years of experience, and they discuss the fundamentals of running a successful aesthetic practice, the importance of understanding market dynamics, and the operational fundamentals necessary for profitability. Dani shares insights on common mistakes made in treatment rooms, the significance of staff communication, and the strategic approach to marketing and equipment acquisition. They delve into the true cost of goods, the impact of labor costs, and the hidden expenses that can affect profitability. The conversation emphasizes the importance of time management and understanding supply costs in treatments, providing valuable takeaways for practice owners looking to thrive in the competitive aesthetics industry.Cameron and Dani talk about the importance of efficiency and understanding the financial health of aesthetic practices. They explore strategies for improving margins, managing chaos in operations, and the significance of patient retention. The dialogue emphasizes the need for new practice owners to establish a clear vision and for established practices to overcome stagnation by implementing effective systems and processes.Listen In!Thank you for listening to this episode of Medical Millionaire!Takeaways:Dani Naughton has 17 years of experience in aesthetics.Understanding the basics is crucial for practice success.Staff communication is key to implementing new products.Labor costs must be factored into the cost of goods.Hidden costs can silently destroy profitability.Time management is essential in treatment efficiency.Marketing should be strategic and well-planned.Practices need to survey staff and patients before acquisitions.Winning in the margins can significantly impact profits.A mindset shift is necessary to run a practice like a CEO. Winning in the margins can significantly boost marketing budgets.Practices should focus on EBITDA rather than just revenue.Efficiency is crucial, even if the practice isn't for sale.Understanding treatment times can improve patient throughput.Consistency in service delivery is essential for brand reputation.Operational chaos can lead to significant financial losses.Implementing cancellation policies can help mitigate no-show losses.Effective communication of policies enhances patient experience.New practice owners should clarify their vision from the start.Established practices must assess their operations to identify growth opportunities.Unlock the Secrets to Success in Medical Aesthetics & Wellness with "Medical Millionaire"Welcome to "Medical Millionaire," the essential podcast for owners and entrepreneurs inMedspas, Plastic Surgery, Dermatology, Cosmetic Dental, and Elective Wellness Practices! Dive deep into marketing strategies, scaling your medical practice, attracting high-end clients, and staying ahead with the latest industry trends. Our episodes are packed with insights from industry leaders to boost revenue, enhance patient satisfaction, and master marketing techniques.Our Host, Cameron Hemphill, has been in Aesthetics for over 10 years and has supported over 1,000 Practices, including 2,300 providers. He has worked with some of the industry's most well-recognized brands, practice owners, and key opinion leaders.Tune in every week to transform your practice into a thriving, profitable venture with expert guidance on the following categories...-Marketing-CRM-Patient Bookings-Industry Trends Backed By Data-EMR's-Finance-Sales-Mindset-Workflow Automation-Technology-Tech Stack-Patient RetentionLearn how to take your Medical Aesthetics Practice from the following stages....-Startup-Growth-Optimize-Exit Inquire Here:http://get.growth99.com/mm/

A fast-growing car hauling and truck repair business in New Jersey raises eyebrows and red flags in this high-revenue listing breakdown.Business Listing - https://www.bizbuysell.com/Business-Opportunity/automobile-hauling-transportation-company-and-truck-repair-for-sale/2319221/

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Ever dreamed of building a $100 million agency, selling for a massive payday, and seeing your name in headlines? It sounds like the ultimate win. But what happens when that dream starts to crack under pressure? I've live through that and it fell apart fast. Not because we didn't grow but because we skipped the hard stuff. The boring stuff. The stuff that no one talks about when you're scaling fast. If you're an agency owner chasing scale, considering a sale, or wondering if your current path is sustainable, this is the truth bomb you need. The Highs: Acquisitions, Headlines, and the $100M Mark Let's start with the dream. A few years ago, I was part of an agency that had a bold plan: acquire successful agencies (each doing $1M+ in EBITDA), pay half in cash and half in equity, and build a powerhouse primed for an epic exit. And it worked… for a while. 10 agencies acquired Over $100M valuation $8M+ in EBITDA But underneath the surface, cracks were forming. The fast growth masked deep structural issues. The Downfall: Debt, Boardroom Drama & Chasing the Wrong Goals The downfall wasn't due to lack of revenue or bad acquisitions—it was bad decisions behind the scenes. Every new agency came with debt, and as soon as you start taking on debt, you commit to maintain a certain growth level with the banks, a pace that was frankly unsustainable. To keep the bank away, we needed to keep buying more agencies. However, when board politics stalled future acquisitions, everything ground to a halt. No growth = default = collapse. The worst part was that founders who sold for a mix of cash and equity saw their second payday vanish. Why? Because they sold control—and lost the ability to steer the ship. What We Got Wrong (So You Don't Have To) Let's break down the key mistakes most agencies make when chasing fast growth—or a flashy exit: No Unified Vision: There was no clear post-acquisition mission across agencies. There was only focus on money and fast growth. No Specialization: Everyone was selling everything to everyone—no authority, no leverage. No integration team: Unless you fully integrate agencies across systems they won't add as much value as you hope. Each agency continued to operate under separate slack channels, tools, separate chaos. They each stayed in their own lane and as a result it all felt like small businesses operating under one logo. No Standard Offerings: Each agency had its own pricing, tools, and processes. No Leadership Alignment: Power was handed to the wrong board members who didn't share the vision. As a result, it was impossible to scale sustainably. The Right Way to Scale: Build Something You Actually Want to Keep If you're feeling stuck in your agency—juggling sales, delivery, hiring, and managing—it's time to stop and recalibrate. Start with this simple exercise: Draw a circle around your fist on a piece of paper. Outside the circle: list everything you hate doing in your agency. Inside the circle: write what you love doing. Now start building your team and systems around that, with clarity instead of complexity. Most agencies don't need more people, they need more focus. You need clear goals, accountability, and owning your niche. Remember: generalists survive, specialists scale. The more specific your positioning, the faster you'll grow. 5 Core Takeaways for Smarter Agency Growth Build Around Your Zone of Genius Design your role around what you love. Delegate the rest. Get Focused More people won't fix chaos. Clear goals, roles, and offers will. Own Your Niche Generalists survive. Specialists scale. Productize Your Offer One clear offer. One repeatable outcome. One path to scale. Don't Chase the Exit—Build a Business You Don't Want to Escape Freedom isn't selling. Freedom is clarity, systems, and loving what you've built. So if you're fantasizing about selling, slow down and ask yourself: Why? The grass isn't greener on the other side—it's greener where you water it. So don't just build to sell. Build to love what you've built. The right growth, the right systems, and the right people will make your agency unstoppable—and valuable, whether you exit or not. Want the full playbook? Grab a copy of Accelerating Your Agency and learn the exact framework behind sustainable, scalable, and enjoyable agency growth.

Want a quick estimate of how much your business is worth? With our free valuation calculator, answer a few questions about your business and you'll get an immediate estimate of the value of your business. You might be surprised by how much you can get for it: https://flippa.com/exit -- In this episode of The Exit: Nellie Akalp, founder and CEO of CorpNet, takes us on a no-fluff journey from launching her first business with just $100 to securing a 20x EBITDA exit to Intuit — all before turning 32. Nellie shares: How she and her husband bootstrapped MyCorporation from their apartment. What made their business irresistible to Intuit (spoiler: no debt, no investors, ultra-clean books). Why the post-acquisition “early retirement” didn't last — and how that led to launching CorpNet in 2009 during the height of the recession. The pivotal B2B pivot that transformed CorpNet's growth, including the launch of their Partner Program. How COVID turned into a major growth inflection point, scaling the team from 15 to 200 Why boundaries and mental wellness are non-negotiable for modern founders.. If you're a business owner thinking about exit strategy, reinvention, or how to scale sustainably while protecting your peace — this episode is packed with golden insights from someone who's lived it twice. -- Nellie Akalp is an entrepreneur, small business advocate, and mother of four little rockstars. As founder and CEO of CorpNet.com, she has helped more than half a million entrepreneurs start their businesses. Through CorpNet.com, Nellie has also partnered with business professionals such as attorneys, CPAs and more as their silent fulfillment partner helping them incorporate and form LLCs for their clients. Nellie has been named a Top 100 Small Business Influencer by Small Business Trends for the past four years and counting. In 2016 she was named Women Business Owner of the Year by NAWBO VC and her company, CorpNet.com, has been recognized on the Inc. 5000 list of fastest-growing privately-held companies in America in 2015 and 2016. Website: https://www.corpnet.com/ Instagram: https://www.instagram.com/corpnet/ LinkedIn: https://www.linkedin.com/company/corpnet.com/ Nellie on LinkedIn: https://www.linkedin.com/in/nellieakalp/ -- The Exit—Presented By Flippa: A 30-minute podcast featuring expert entrepreneurs who have been there and done it. The Exit talks to operators who have bought and sold a business. You'll learn how they did it, why they did it, and get exposure to the world of exits, a world occupied by a small few, but accessible to many. To listen to the podcast or get daily listing updates, click on flippa.com/the-exit-podcast/

Santiago Domingo, de Magallanes Value Investors, analiza una de las últimas empresas en las que han entrado: la sueca Sandviq. Los sectores industrial y minero han sido polémicos en las últimas décadas. Polémicos por sus características propias (se acusa a estas empresas de ser muy intensivas en energía, contaminantes, invasivas para el medioambiente), pero también por sus bajas rentabilidades. Nadie quería acercarse, parecía que manchaba también en unos mercados que giraban hacia todo lo que tuviese un sello verde, la tan manida etiqueta ESG, que no parecía encajar muy bien con estas empresas. En los últimos trimestres, las tornas parecen estar cambiando. Los atractivos precios que habían alcanzadomuchas empresas del sector hicieron que algunos inversores comenzaran a mirarlas con otros ojos. De todo esto viene a hablarnos a Tu Dinero Nunca Duerme Santiago Domingo, miembro del equipo de análisis de Magallanes Value Investors. Nos trae la tesis de inversión de una de las últimas incorporaciones en la cartera, la empresa sueca Sandviq, uno de los líderes a nivel mundial en la fabricación de herramientas de corte de alta precisión y equipos de perforación para la industria. Por qué han optado en Magallanes por esta compañía: "Aúna las cualidades magallánicas: productos críticos, liderazgo en sus sectores, bien gestionada, con accionistas alineados, balance sólido, crecimiento, buenos retornos sobre el capital... y estaba barata". Y eso que Domingo recuerda que les cuesta iniciar una posición (que implica reducir el peso en otra compañía en la que llevan tiempo invirtiendo: "Nunca vamos a vender conocimiento, para comprar desconocimiento. Cuando llevas 6-7 años en una empresa, te sientes más cómodo que con una que acabas de comprar". Sin embargo, en el caso de Sandviq, "llevábamos meses analizándola; vimos que, junto con otras compañías del sector industrial, en unos meses caía un 25-30%. Y aprovechamos la oportunidad". A partir de ahí, desarrolla la tesis con la minuciosidad del que conoce en profundidad lo que compra: "El 50% de la empresa corresponde a sus productos para mintería, donde son líderes. Junto con otro competidor tienen el 90% de cuota de mercado en equipos de perforación y transporte específicos para minas subterráneas. Además, son como la cafetera de una cafetería: sin su producto, la empresa minera no tiene negocio. En minería, el 70% de los ingresos vienen en los servicios de mantenimiento, que tienen un margen más elevado que la propia venta de la maquinaria. También son líderes en trituradoras y hacen las cribas que se utilizan en minería. El otro 50% de Sandviq es industrial: hacen herramientas para el corte. Desde brocas a piezas para tornear o fresar. Con márgenes en el entorno del 18-20%, en términos de Ebitda. Y retornos sobre el capital empleado de entre el 14 y el 20%. Balance saneado. Y una familia detrás que piensa en el largo plazo y está metido en la gestión diaria de la compañía. Para este tipo de compañía, la estamos comprando a múltiplos muy razonables: 15-16 veces, que no es muy value, pero es que está creciendo a un 7% anual". Pues suena muy bien. Los detalles, esta semana, en Tu Dinero Nunca Duerme.

In this episode, Brannon Moncrief returns to the podcast to unpack what's really happening in the DSO market—from tightening deal structures and smarter buyers to the harsh reality that not every recap delivers. With over two decades in the game and 13 years leading McLaren & Associates, Brannon shares what makes a practice desirable in 2025 and why some of the biggest players in the space are hitting walls. Whether you're a mid-career doc holding high EBITDA or just building toward scale, Brannon breaks down how private equity thinks, how deal terms have shifted, and how to avoid being locked into a losing outcome. EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast

Keith Miller, president of Partnerships for Dental (P4D), returns to the podcast to share how his organization has grown from 20 to 40 locations since 2017 while many competitors have faltered under challenging market conditions. With refreshing candor, Miller reveals the financial discipline that has kept P4D profitable despite rising interest rates and inflated practice valuations across the dental industry.At the heart of P4D's success lies a disciplined approach to acquisitions and operations. While competitors chased growth by paying 8-9x multiples for practices, Miller's team maintained strict financial criteria, focusing on practices generating at least $1.5 million with multiple providers. More impressively, they consistently deliver 35-40% EBITDA increases within the first year post-acquisition through supply chain optimization and operational improvements without disrupting clinical staffing.The conversation takes a fascinating turn when Miller describes how the dental acquisition landscape has fundamentally changed. What was once a robust arbitrage opportunity—buying practices at 3-4x multiples and selling consolidated groups at 10-15x—has compressed dramatically. Today's buyers pay 6-7x while consolidated entities might only command 9-10x, leaving razor-thin margins after corporate overhead. This shift has created significant challenges for highly leveraged groups, especially with interest rates soaring from 3-5% to 11%+.Miller also shares innovative approaches to post-COVID staffing challenges, including technology partnerships that have cut insurance collection times from 30 to 15 days. The episode concludes with personal insights on wellness routines, including daily ice baths and sauna sessions, providing a glimpse into the discipline that carries through both his business and personal life.For practice owners considering partnerships or entrepreneurs building dental groups, this episode delivers essential perspective on creating sustainable growth in today's challenging dental marketplace. Visit p4dentists.com to learn more about their partnership approach.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

Would you pay $2.4M for a brewpub in Albuquerque? We wouldn't—and here's why.Business Listing - https://www.bizbuysell.com/business-opportunity/flourishing-taproom-for-sale/2345707/

Fred Heppner of Arizona Transitions is back for part 2 of his chat with Kiera! Life comes at you fast, and sometimes, it comes in the form of a surprise. Kiera and Fred talk about creating an exit strategy today for your departure from dentistry, as well as what the economics look like for moving on from a practice. 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 I am so excited for you to have part two of me and Fred Heppner going through associates, DSOs, how to really grow this. You guys, we had such an incredible first half of this episode. It was so long and so much information that I wanted to break it into two parts. So here's part two. I hope you enjoy. And as always, thanks for listening. I'll catch you next time on the Dental A Team podcast.   Kiera Dent (00:24) should people be talking   when they're in their 20s 30s or is it something we're like start to think about it I know Ryan and I from Dentist advisors we we talk shop about this quite often of like there I mean there are studies that show that when you retire you actually start to atrophy in life and ⁓ there isn't as much of a purpose and so we talk often of like how can we continue that   mental stamina, the things that are going to fulfill us, whether it's working or something else of philanthropy, like whatever is going to keep you going as a human, whether you're working in the chair or you're not, I think is important. So that's I was curious of like, really probably connecting with you three to five years before we think we might retire, but with the caveat of, hey, if something were to happen to me, what would kind of be my exit strategy? your like death list like I do, like if I die, this is what's going to happen. It's creepy, but it's awesome.   Fred Heppner (01:15) No, it's, it's creepy and it is awesome. And at the same time, it's a really good conversation to have because if we're three to five years out, then one of the first things to do is say, okay, so what's going to happen if you're not here? And that carries on to the discussion we had earlier. So once the discussion about, what do want to do when you, when you retire or you stop practicing dentistry, then the questions start coming up. What about the economics?   Kiera Dent (01:27) Mm-hmm.   Fred Heppner (01:44) So in any... Yep, absolutely.   Kiera Dent (01:44) I was just going to say, like, is it sell? Is it DSO? it? And also, I mean, this   to me also, I think might exponentially accelerate some people's plans because the DSOs are hot and it's like 10x EBITDA. That might accelerate your retirement or your sell because you're on a wave right now that who knows if in the next 20, 30, 40 years we'll be there. Fred, I'm super curious, like, how is this whole DSO model maybe shifting it for transitions? Or is it? I'm curious.   Fred Heppner (02:13) It is, it's shifted quite a bit, but what it's shifted is a real desire for dentists to be able to sell their businesses and release the management responsibility and to have somebody else take that over. 15, 20. Yeah. I just want to do, I just want to do dentistry. I don't want to manage a business. I don't want to manage people. Um, I don't want to run the company. I want to be able to practice my trade. Well,   Kiera Dent (02:22) you   The dream for every business owner. ⁓   Exactly.   Fred Heppner (02:43) I can tell you that in the last 15, 20 years, it's certainly exploded in dentistry and not in a bad way. And here's why. Dentists graduating from dental school today need a place to work. The banks that loan money to dentists to buy dental practices are looking for dentists that have a couple years experience in dentistry. They have a production track record. The banks can see what it is that the dentist can do. Chair aside.   a good credit score and some liquidity, usually 8 to 10 % of the purchase price of the business that they're looking at in cash. So one of the things to consider is graduating dentists should be able to make the minimum payments on their debt, on their student loans, on what debt they have, and begin to put money away as quickly as possible to gain some liquidity. So as we look at the equation of   what DSOs are doing, they're providing them with a place to work. Because as dentists come out, I mean, the majority of dental practices that I work with, maybe you can echo this or discuss it, are just single dentist practices. Right, they don't have a, somebody called it a plus one at some point time, and I thought, okay, that's decent. So you have the dentistry, but there's the ability to bring somebody on maybe one or two days a week. Well, that doesn't,   Kiera Dent (03:44) Mm-hmm.   Totally same.   Mm-hmm.   Fred Heppner (04:09) That doesn't feed a hungry young dentist coming out of dental school who really has a lot of debt and wants to begin to work and develop a way to reduce that debt. They're looking for four days a week, five. They might have a quality of life thing where they just want to work three tens and be off Friday, Saturday, Sunday, Monday. That's okay. But the point is, is that most private practices don't have the capacity to be able to bring on a full-time dentist and feed them right away and keep them very busy. The DSOs, corporate dentistry,   Kiera Dent (04:19) Right.   Fred Heppner (04:39) have offices that can provide that place. So essentially, if a dentist comes out of school and begins to work, they may very well work for one of the corporate DSOs, which gives them experience. It gives them the ability to work five days a week. It gives them the ability to practice in what I call civilian dentistry out of dental school. And it gives them the opportunity to be able to see what it's really like. I can tell you, Kiera, that 15, I think 15 years ago,   Kiera Dent (04:57) Mm-hmm.   Fred Heppner (05:08) the most popular phone call I would get on my phone line was, hey, we just got 50 million from a private equity firm. We're starting a DSO, but we're different. And we want to buy practices from you because we heard you're good. And I just tell them, great, thanks very much. Get in line, register on my website. And when an opportunity comes up, I will email to you like I do everybody else the opportunity. Because most of my clients call and say, I...   Kiera Dent (05:17) you   Fred Heppner (05:34) Hard no to a DSO. I'm a private practitioner. I've got a legacy practice and I want to sell to another private dentist Okay, so that was the most popular second most popular call was I'm sick of working for a company find me a practice to buy Now it's shifted More so do I hear I'm sick of working for somebody else find me a private practice to buy I'm ready to go The the DSO calls have filtered off of it and I don't know that that's a global   Kiera Dent (05:48) Mm-hmm. ⁓   Mm-hmm.   Fred Heppner (06:03) representation of the DSOs starting to slow their buying and really focus on the profitability of the offices they have to really maintain the profitability due to higher interest rates. Maybe they're slowing down their buying. Who knows? The interesting thing about it is that it's somewhat of a closed loop in DSO work. You really can't get into and find out exactly what everybody is doing unless you're member of their organizations, which is fine. And I respect that.   Kiera Dent (06:12) Yeah.   Fred Heppner (06:32) private information, but it begs the question. And ultimately, if a dentist is looking to buy their own practice, eventually they're going to need those one to two years experience, liquidity, good credit score, in order for them to go to one of the commercial banks and say, I want to buy a practice and let me get a practice to buy and then we'll put it together. Okay? So I can tell you that private practice is alive and well.   Kiera Dent (06:55) Mm-hmm.   Fred Heppner (07:02) very bullish on the individual dentist who's out there still practicing and doing quite well. I can also tell you that those kinds of doctor to doctor transitions are extremely successful. The idea is some people who look at a transition like that would think, my gosh, the dentist leaves, all the patients will leave. They'll go somewhere else, they'll go to other practices. Well, if that was true, let's carry that forward. If that was true,   Kiera Dent (07:14) Mm-hmm.   No.   Fred Heppner (07:28) then that would mean that the loans that the dentist used to buy the practice would go in default, would they not? Because if all the patients left, there would be no revenue and they'd have to fold up camp and see you later, right? The default rate on dental practice loans still over the last 15, 20 years and even recently is 40 basis points. 100 basis points is 1%. 40 basis points is four tenths of 1%. So if you follow the math,   Kiera Dent (07:33) Mm-hmm.   Mm-hmm.   Fred Heppner (07:58) The default rate is less than half of 1 % on the billions of dollars that are loaned by banks for dentists to buy practices. They don't fail. Okay.   Kiera Dent (08:08) Totally. They don't and they're such a   good investment. I think that that's why so many people like, that's why I think DSOs are buying up practices. ⁓ And I think that that's where so many private practice owners now, I would say I've watched where it used to be legacy practices and there's still legacy practice doctors who do not want to sell to a DSO. Like when they're there, they want to sell doctor to doctor, they want to bring in an associate, they want to bring in partners. I think   By default, dentistry tends to be a more humanistic, ⁓ very relationship model ⁓ versus I still think though, right now DSOs, you're right. I don't think people are getting as many calls. ⁓ But what I will say is my doctors are probably getting 20 to 30 emails every month from a DSO interested in buying their practice. So they are getting it as private practice owners. And so I think that that's where, ⁓ like I said, some people within the last eight years bought a practice as a private practice.   the DSOs, they were profitable. were within the metrics that the DSO wanted. And it just made sense. was like, I'm going to get 10x EBITDA on this. My EBITDA is great. No private party is going to pay me what this DSO is going to pay me. And while yes, I'd love it to maintain a legacy practice, I'm in my 30s and I could basically have retirement today. mean, there's more risk selling out because they have a lot of it in their stocks and there's a whole ⁓ game around that.   I think that that's where maybe some of the younger generation might be looking at transitions sooner than I think the more senior population of dentistry is. think that they're starting to be the shift and that's where I'm very curious of like, maybe conversations need to be had sooner. Maybe because DSOs are aggressive on the emails to the dentist. Like it is wild and they are sexy offers to them that are not always true. And that creeps me out too, because they're hearing a number. Like I had a doctor and he had a DSO.   Fred Heppner (09:49) Yep. Yep.   Kiera Dent (10:04) come to him and they said, Hey, we're going to give you 5 million. And he's like, here, it seems like a great deal. And I said, yeah, but you're going to do 5 million next year just in your own production. So that's actually a bad deal because you're already going to make that without selling to them and having to work for them for the next five to 10 years or like three to five is usually what their requirement is. So again, I think that this is where it's like, how do we cut through that noise to know when I do transition? Because I think people are getting asked to transition from private practice.   sooner. You're right, they go work at the DSO, they go to some of those bigger corporate practices to get the experience, then they go buy their private practice, and then it really is, or they do a startup. And then it's pretty aggressive because I think Wall Street's pretty hot right now and private equity is very, very luring, but they do have to hit certain requirements to join DSOs.   Fred Heppner (10:53) Yeah. There are tons of verticals that people are getting into, the private equity is getting into, you're right. There's a ton of money at it. You know, I would tell you that the devil is in the details. It may very well be that there are transitions that occur where a DSO or a corporation acquires the assets of a private practice and the dentist stays and works back in the office. And that transition works swimmingly well for the dentist who sells for the DSO.   Kiera Dent (11:02) Mm-hmm.   Fred Heppner (11:21) And ultimately everything works out fine. There are others that don't and they're, they're out there. And I think what you mentioned earlier is, you know, I could get 5 million from my practice. Well, why would you, you will be able to make that in, your earnings in 2.3 years, whatever it might be, whatever the math pencils that be. But if you think about it, if it, if 10 times EBITDA is their offering price, what are, what are the details? How much cash at closing?   Kiera Dent (11:38) Right.   Mm-hmm.   Fred Heppner (11:49) Is there a work back or a work back arrangement where you will be paid to be the dentist? And what is your compensation? What are the benefits that you would receive? And what is the term of that work back arrangement? You're right. It's creeping up now more into five years. 15, 20 years ago, was maybe, you know, stay on one or two years and we're good. There's a claw back. There's a hold back provision that holds back part of the purchase price. And the dentist has to meet the   Kiera Dent (12:04) Mm-hmm.   Yeah.   Fred Heppner (12:17) has to meet certain metrics from the trailing 12 months to be able to get that back. Well, let's pretend. Let's pretend that the DSO comes in and sets up the practice and nothing changes and the business continues to grow and develop because there's more marketing promotion and advertising. There's better cost control. There's just better stuff going on and that works. Well, what if it doesn't? What if all of a sudden the company comes in and says, we're changing these policies?   You were Delta Dental Premier, we're jumping into PPOs because we've got really good reimbursement rates on these 12 PPO contracts. Well, if that reimbursement rate drops from fee for service, does that hinder the doctor to be able to generate the income necessary for that hold back to be acquired in the next two to three years? And then there's equity. You mentioned that they offer a stock in the company to be able to ultimately participate in a   Kiera Dent (13:09) Mm-hmm.   Fred Heppner (13:15) recapitalization should that happen? Well, it'd be really interesting. You're going to love this one. I know you're going to love this one. So for any of your listeners, any of your A-Team clients, if they get approached by a DSO and they look at it and they think it's really, really good, have somebody look at it. What you will hear typically is you really don't need an advisor. You don't need an attorney. We've got all the contracts ready to go. You can come.   Kiera Dent (13:35) Mm-hmm.   Lies. Lies.   Fred Heppner (13:44) Exactly. You can just take all of this and we'll be good. Well, trust but verify. And ultimately a good team would be able to review these. I would be glad to review. I review paperwork all the time from dentists that are looking to transition. And if there's an equity piece in that offer, I turn around and contact the DSO on behalf of the client. And I say, we'd like to see your financials.   Kiera Dent (14:08) Absolutely.   Fred Heppner (14:11) What do you mean? Well, you're asking my client to acquire stock in your company in lieu of cash at closing. yeah, that's part of the deal. I need to see your financials. I need to advise my client on whether or not you have a healthy company and whether or not my client's going to be at risk by taking stock in your company. Well, nobody's ever asked us that. Well, I am. And doesn't it make sense? We've just provided to you tax returns, profit and loss statements, but sing along if you know the words, balance sheets, W-2, production reports, everything on the business.   Kiera Dent (14:21) Yeah.   things.   Mm-hmm.   Fred Heppner (14:39) And yet you're not willing to provide the other. Just provide the other. Show us that your business is solvent. Show it that it is something that my client would like to receive in stock. So, mon bro.   Kiera Dent (14:50) And there's strategy   for tax around that too. there are benefits to having stock rather than all the cash at closing for your total dollar amount when you want to retire, but only if that stock actually is valuable.   Fred Heppner (15:05) Pays back. Correct. Good. And that   is so brilliant. You see, you're good looking, you're smart, and that's a rare combination today. So, so, but think about it. You just mentioned something that people really don't think. If, if I have a practice and they give me 1.5 million chopped up into the ways that we've mentioned, and I have $200,000 worth of equity in the company, what if that $200,000 is half of 1 %? Well, when they recapitalize, I get half of 1 % of what proceeds, right?   Kiera Dent (15:09) Thank you.   Mm-hmm.   I love it. It's such a...   Fred Heppner (15:35) So map it out. Yeah, map it out. mean, can   you sell your practice twice? sometimes yes, sometimes no.   Kiera Dent (15:43) And there's so many sticky pieces around it. And that's where I feel like it's just a, think this is where people get leery to do it. However, I think like there are some, you said, that go really, really well, but agreed. And when I look at this people like Kiera, like I thought about that doctor and I was like, so sweet. You're going to five mil. That's your 10 X. You're going to produce 5 million. Your overhead right now is sitting at a 50 % overhead. So right now you're taking 2.5. Let's say you do get a $5 million check.   you give me 10 taxes, it's barely over your 2.5, which you're already going to get next year. So like, yes, next year, you still have to pay taxes because you're at a 50 % overhead. So you will still get a small amount more of cash to you. But there's a lot of strategy that goes into that 2.5, pending upon what you need when you invest that, like for every million, it's about like on average, if it's in the stock market, about 35,000 right now is like a very, very, very loose number to like estimate your financial future. But I'm like,   you throw 2.5 into the stock market right now, we'll high five, you're making about 100K a year. Like that's just to me, those are the things that I feel you need to be really smart about to make sure that your practices are assets and not liabilities and something that really will provide the retirement for the work you've put in rather than it just feeling good in the moment, but not really giving the life you want.   Fred Heppner (16:59) You know, excellent point. And what you also said earlier, just in passing was, what dentists could buy my practice. can't sell to a private dentist. I've got to sell to a DSO. ⁓ surprise, surprise. That's a myth. There are dentists who would, I can tell you right now, if you could give me your client's number, I'll buy her practice. Well, yeah, well, I mean, that's gonna, that's gonna pencil. So the, the point that I would make is know that   Kiera Dent (17:12) It is a myth.   Right? I know, me too. I'm like, actually, actually I would.   Fred Heppner (17:29) Dentists that are out there who are looking to buy really profitable practices and can meet the production goals. So there's an important aspect there. Your client's doing two and a half million in profit, five million in productivity on her own. If a person coming in to buy that won't be able to quite meet those production numbers, they may hire the client back for a year or two. The bank may want them to make sure that there's some kind of arrangement where they have some help.   But if a bank is looking at a practice that has that kind of liquidity and profitability, they'll gladly loan the money to the dentist if other measures are there because they know it's going to be paid back. So I want to dispel the myth that big practices with large productivity and big profitability are excluded from private practitioners being able to buy them. It's not true. Is it? Yeah.   Kiera Dent (18:10) Mm-hmm.   I agree. They get nervous because of the debt,   but I have somebody that I know that just bought into a $2.5 million is how much they had to bring to the table. Plus they have their student loan debt, plus they have their house debt and they were able to do it to buy into a practice. so I'm like, I think let's not assume that that's the only route. think figure out what you want and there is a buyer based on the outcome you want. I think Fred, I want to switch gears because I want to ask some questions about associates.   because I think we've kind of gone through like private practice. There's so many things like make sure you're taken care of, make sure you know where you're going. But now I want to switch gears because I think this is something I get asked all the time. And so selfishly again, welcome to curious therapy with Fred. I want to know all the pieces. This is my podcast that you get to be a part of. No, it's for all of you. ⁓ we get asked often, how do you set up a great associate buy-in? So like, how do I buy these people and how do I tether them in? I think one of the greatest, I would say   Fred Heppner (19:06) I'm listening.   Kiera Dent (19:19) stressors and like blind spots in practices and the thing that can really hurt a practice is when they have an associate that associate leaving. ⁓ And so they want to like golden handcuff these associates, but they want it to be good for both parties. What are some of those associate transitions to retain associates to get them in as partners? Is it a good idea? Is it not a good idea? And I think like we can wrap on this because I, I'm super curious of like what you recommend to help with that transition.   Fred Heppner (19:45) The   capacity for the business volume has to be there. You've got to have, not only are you working, but there's this phantom practice out there that you can't get to as the provider. And you need somebody to be able to get to that. So bringing on an associate to get to that phantom practice immediately creates incremental income, which is, to the owner of the business, very liquid.   Kiera Dent (20:03) Mm-hmm.   Fred Heppner (20:07) The cost associated with treating extra people during the course of the day is the associate's compensation and variable cost supplies in lab. And if you're ⁓ providing can-to-can technology and your lab costs are very low, but you're producing crowns in a day, for example, and using that kind of technology, then the cost associated with treating every incremental patient and creating that revenue is very low.   we're suggesting that the team in place can handle the extra work. We don't have to hire an extra assistant or hire an extra administrative person. So given those things.   ⁓ One of the best transition plans, in my opinion, is one that has time built into it. The associate has to develop some traction. They have to generate some productivity. They have to show that they can produce the numbers. But more importantly, the outcomes are good. The treatment outcomes are successful. The patients are adapting to them. The team connects with them. This is a good relationship. As an aside, really quick, when you mention relationship business in dentistry,   I think DSOs traditionally are a transactional business. They're really focusing on the transaction, right? Private practice focuses on the relationship. Not to say that corporate dentistry doesn't focus on relationships. They're focused more so on the transactions. I might get ridiculed for that statement, but that's what I see. And that's my opinion.   Kiera Dent (21:19) I would agree.   Sure,   sure.   Fred Heppner (21:36) So back to the associate, need the associate to develop some traction. And essentially that traction comes from being in the office, seeing patients, working with the team, and ultimately getting feedback along the way. And I think that's a one to two year cycle. Will you know as a practitioner and owner of the business within the first one or two months, if the associate is working two or three days a week or four days a week, will you know, do they get along with the patients? Do they get along with the team? Yes. Will you know about treatment outcomes?   Kiera Dent (21:40) Mm-hmm.   Fred Heppner (22:05) To some degree, yes. So early on, you'll know if this is cut bait, this is not going to work. Or yes, this person's fitting in great, primarily because they were vetted. So quick, quick retract back to how do you hire them? Go through a long process of vetting. Don't just take the first one that appears. Get to know them, make sure they're going to integrate well. I see a lot of associate plans.   work real well when the dentist knows the dentist owner knows the associate coming on board from some past experience. Great example is the dentist associate grew up in town, did an internship kind of in the office as a sterilization tech, kind of worked in the office, found out that dentistry was their passion, went to college for undergrad, went to dental school for dental degree and came back to the town to work for that dentist. Right. Okay, good. So somebody you know, ⁓   Kiera Dent (22:38) Mm-hmm.   Totally.   Fred Heppner (23:00) son of doctor, owner's best friend. So there's history there. You know, the quality of the individual. Okay. So once traction is developed during the part of that associate agreement, there's some discussion about ownership and building an understanding of how the practice works so that when time comes to be a partner and buy in, there's already some traction. There's already some traction so that if the person elects to buy the seller out,   in a couple years, then they can switch roles. But there has to be some traction. One of the things that's really perilous is thinking about jumping into a practice and being a partner right away. If you want to practice and you do two million a year, hygiene does 500, you do 1.5. I'm going to come in and I want to be a partner of yours today because I've heard how great your practice is. And you have the physical plant capacity, you have the patient capacity, and I can step right in.   If I pay you half of the value of your practice today to buy in, we can split up the medicine and supplies and drugs. can split up the equipment. We can split up the office equipment. ⁓ we can split up all the operatories, but how do we sort out the patients? Because come Monday morning, say we close tomorrow, Friday, come Monday morning, I need to have in my schedule, the ability to generate half of the revenue in the business so that I can pay myself and I can pay.   to having bought in. that make sense? And that doesn't really happen easily when somebody just freshly wants to buy in as a partner. So fast forwarding to partnerships, which I hope we get a chance to talk a little bit about today, that associate has to be in that process, in that business for a period of time. And that traction needs to get up so that they've got productivity under their belt. And again, going back to what we talked about about banks,   Kiera Dent (24:32) Mm-hmm. Mm-hmm.   I agree.   Fred Heppner (24:59) they wanna see that that productivity is there, that they'll be able to generate it because they wanna make sure that they get the loan paid for. And a really good associate agreement has, in my opinion, good restrictive covenants, not to compete, not to solicit patients or staff. ⁓ In some states, that's not allowed. The FTC voted that associate agreements or employment agreements should not have restrictive covenants, but there's no legislation yet that has actually mandated that.   Kiera Dent (25:05) Totally.   Fred Heppner (25:26) So keep in mind that it's probably not appropriate to think that you'll be able to limit somebody's ability to work. Now for them to essentially buy your practice, for example, and you as a, agreement have a restrictive covenant that you will agree to that's different because somebody paid you good and valuable consideration money for you not to compete against them because they bought your business in an employment agreement. It's a little different.   Kiera Dent (25:49) Mm-hmm.   Great.   Fred Heppner (25:56) So if a dentist comes and works for another dentist who owns the business, and after a couple of months, it's just not gonna work out, they're not gonna have enough connection with the patient base to solicit patients or solicit staff or the team. They won't. So would it matter if there was a restrictive covenant in that initial agreement? Probably not.   because after a couple months, if they've alienated patients and alienated staff and they're not very good at dentistry, you want them out of there anyway, forget about the restrictive covenant, they could go work for somebody else close by. It's probably the same thing that'll happen.   Kiera Dent (26:36) I think it's really wise because I think so many offices hire an associate, but they're so scared to move them along in two months. I think that was wise advice you listed. It is so much easier to move them on in two months than it is to keep them for six months, eight months, 10 months, and then realize their dentistry or their team connection or their patient connections not there. so ⁓ it's, it's be very intentional within those first 90 days and make sure that this will be a long-term fit. ⁓ You can see it in two months.   Fred Heppner (27:01) So how does this,   you can, I'm sure you can. How does this sound? For the first six months of an associate agreement, maybe you don't have quite a good background, deep background about that individual, but you feel that they would be good in the practice. They come recommended by their instructors at university, at dental school. was highly, someone was highly recommended. How about a single page,   six month agreement that says you come to work for me, I will pay you this. And if you want to go, you can go. If I feel you need to go, I'm going to release you. It's an at will agreement, no restrictive covenants, nothing in it that locks anybody down. Because again, what I mentioned earlier is how much traction can you generate really in one or two, three, four months, because you'll know after four or five months that this is somebody really want to lock in at six months, develop a really strong, well-written attorney reviewed.   employment agreement that has restrictive covenants that has specific on how to redo cases in case they need to be done at the end of the employment agreement. Right. What do you think? I mean, does that give that give the opportunity?   Kiera Dent (28:08) Sure.   I think,   I mean, I like it. think that the devil's advocate in me would say, I'm not sure that the ⁓   millennial Gen Z generation coming through would say yes to six months. I think that they're looking for more security. They're looking for more guarantees. They come in with a lot more debt and a lot more risk that I am really curious. As a business, I think it's freaking brilliant. As on the other side, I'm curious, would you be able to get candidates that would want to come or is it too risky of an offer?   Fred Heppner (28:43) You mean,   yeah, do you mean the associate dentist coming on board is thinking more about themselves rather than the practice?   Kiera Dent (28:52) I think with the associate offers that are given currently, ⁓ I think agreed. It does show that they're thinking about it, but I also feel for a practice making sure that they're competitive with offers. I don't love having to be ⁓ like with hygienists. I don't want to have to go chase them, but you have to at least be competitive with other people in the market. So I think I agree with you. I just feel for practices making sure that maybe   Fred Heppner (29:05) ⁓   I understand what you're saying.   Kiera Dent (29:19) you are so competitive with other people and offer. So you do get the candidates, but you can have some of these ideas within like that I think would make you even maybe more attractive. So maybe it's a year that we're offering, but like, Hey, in the first six months, there's no restriction. There's no nothing. We add that in in six months. So that way you are competitive with other people. Cause I think associates, they need that security and I'm watching more and more come through. I mean, they're walking out with one mil plus 2 million in debt. Like, so I think that   I think to be competitive with others, might need to be a possibly. This is my hallucination that could possibly just make sure you're competitive.   Fred Heppner (29:53) Well, well, no, you're   so you're right on you're in a you're in another section of what the employment agreement might look like called compensation and benefits. I'm looking at just the period of time that you would be that a dentist would be employed in the practice to determine if it's a right fit for them and if it's a right fit for the practice and if it's a right fit for the patients and the team. Compensation can say exactly what you were saying. Now,   Kiera Dent (30:16) Right.   Fred Heppner (30:22) Unfortunately, it isn't the responsibility of the practice to provide for somebody who is unproven in their debt or to satisfy their lifestyle requirements. Yes, they're competing with other organizations that are offering salary, health insurance, vision, life insurance policies, all of those benefits that come along with big corporations. However,   It's a private practice. And the sooner I think that dentists who are coming on as associates know the intricacies and the difficulties of running a business and also the rewards that come with it, they would understand better how those arrangements are made. And I've seen compensation programs set up where it's the greater of over two weeks, a compensation per day or a percentage of a certain amount over a certain amount of productivity. So you can meet those requirements. can kind of meet.   Kiera Dent (31:15) Mm-hmm.   Fred Heppner (31:16) Kind of need halfway in between.   Kiera Dent (31:18) Yeah, and I think that that's where I was saying of I feel like making sure that you're meeting in the middle. I love the idea of being able to protect like, you're right, like not being stuck in this with someone who's not working out and getting stuck, I think is actually something that happens all the time with associates. ⁓ And so I think like, Fred, it was such a fun like,   chat about us. I agree, we need to chat more partnerships because now it's like, okay, we've got these associates, we've got some ideas on it. We've heard about figuring out where we want to go and how we're going to be able to get there and needing to think about our future life and how when we need to transition, you said the three to five years, I think looking for like, what do need to do to be able to buy a practice? If I want to buy a practice, what do need to get? Then we talked about like the DSO offers coming for private practices, and how to assess that through Fred.   And then we moved into associates. So Fred, like that was such a like smorgasbord of topics, which I love. And I think definitely reconnecting because I think there's the next step is like, how do we bring in these associates for partners if we want them? How can we build a legacy practice? That's not necessarily just the DSO. So I'd love to get you back on the podcast and chat partnerships and like alternative transitions beyond, but gosh, Fred, such a fun podcast today.   Fred Heppner (32:10) It was fun.   I am   happy to do it anytime. I appreciate what you do for dentistry. So I'll absolutely support you and be glad to do it.   Kiera Dent (32:36) Thank you. Well, Fred, as we wrap up today, were there any last thoughts you had to give to the listeners? And of course, ArizonaTransitions.com, ArizonaTransitions.gmail. If you're looking to transition or associates or what do I do or hey, Fred, I just need help. But any last thoughts you have as we wrap up today?   Fred Heppner (32:52) Yeah, I think   I tell you a funny quip that I think resonates with most people that I talk to. Dentists are excellent at curing dental disease, at diagnosing conditions and recommending treatments and working with patients to get them well. And, ⁓ coming into an event like purchasing a practice or selling a practice where they've never done it before. They don't have the experience or the education.   going in to understand what to do. I would encourage them to get advice and guidance from a great team. ⁓ I have a deal with my dentist. Mike Smith is brilliant. He has a practice called the biting edge here in Phoenix and he's brilliant. And he and I have an agreement. I don't do my own dentistry.   And he doesn't do his own practice transition stuff or practice management stuff. He relies on me to do that because they're in the middle. meet. So I want him to cure my dental conditions and make sure I'm in the optimum dental health that I could be. And I'm to make sure that I provide the services to him so that if he's looking to acquire a practice or merge an office into his, or figure out how the next plan would be for his practice growth or his transition, that he's going to sit down with me because he understands that that's my expertise and he.   he benefits from.   Kiera Dent (34:15) Yeah, I love that. That's such a good way to look at it. Let's sit in our lanes. Let's do what we're really good at and not try to be a one-stop shop. I think that that's brilliant, Fred. And I feel like for all those looking for the transitions for what do we do? How can I do it? Reach out, Fred. I think you're a wealth of knowledge. You've been in it for a long time and just truly so grateful to have you on the podcast today.   Fred Heppner (34:36) It's my pleasure. Absolutely. Have a great day. Talk to you soon. Bye here.   Kiera Dent (34:39) Awesome. Thank you. And thank you,   Fred. Thank you, all of you. And for all of you listening, thanks for listening. And I'll catch you next time on the Dental A Team Podcast.  

Brandon Dawson went from $0 to $225 million in just 5 years. In this episode, he reveals the strategies, mindset, and hard-earned lessons that made it possible—including the $100 million mistake that changed everything.Brandon is a serial entrepreneur, business strategist, and co-founder of Cardone Ventures. He built Audigy Group from startup to a $151 million exit at an extraordinary 77x EBITDA—one of the highest private company multiples ever recorded. His exit wasn't just rare; it set a new bar for private business valuations.Today, as a leading expert in business scaling, leadership, and strategic exits, Brandon helps entrepreneurs 10X their growth by mastering leadership, scalability, and mindset alongside Grant Cardone at Cardone Ventures.---Like this episode? Watch more like it