Podcasts about ebitda

This week, Paul is excited to announce the acquisition of his first business. A fantastic company in the home improvement sector, in the UK.  During the episode, Paul discusses why he decided to look into the home improvement sector and why he is excited about this particular company. Paul also recaps his search journey and the challenges he encountered along the way. Enjoy!  

Name: Sherri DouvilleCurrent title: CEO & Board MemberCurrent organisation: Medigram, Inc.CEO & Board Member at Medigram; honored to be recognized on top executive & U.S. CEO lists in several categories of tech and healthcare in 2022 by Startups.US as one of the highest ranked tech execs on Crunchbase #1 WW Medical & top private company executive. Serial editor, lead author, contributor to 3rd book defining advanced technology for medicine with top academic book publisher, Taylor & Francis. Editor, lead author best selling book, Mobile Medicine, only book featured by both the largest physician leadership organization, American Association for Physician Leadership and the largest engineering technical organization, Institute of Electrical and Electronics Engineers, IEEE. Draft complete paper series (11) on security, trust in engineering, & leadership. Words that people use to describe me include PRESCIENT, COLLABORATIVE, COACHABLE. As CEO I attract top talent and influence market behavior for momentum. I bring an industry-wide record of success in market leadership in sales results for medical products in over a dozen disease states over the span of a decade including with J&J and recognized by McGraw-Hill. I've mentored dozens of execs, startups, physicians, PhD's, professional associations, board directors, investors, and higher ed administrators in mobile computing & security, data science/AI, healthcare policy, regulations and more.We've set Medigram up for incredible growth that will not only maximize EBITDA and shareholder equity but create legendary careers and personal legacies.ENTREPRENEURIAL, MULTI DISCIPLINARY CEO: My deep healthcare expertise and command of multiple domains spanning tech and policy combined with years of experience navigating the medical market guide me in my strategic leadership and focus. I am proud of my ability to 1) attract the best people in both management and engineering, make them better, both immediately and over time 2) my ability to develop strategies and execution plans for stakeholders' success 3) boost market visibility through persuasive communication, entrepreneurial passion; driving our team's market, culture, services, and technical thought leadership.CREATING SILICON VALLEY 3.0 CULTURE: I've attracted top, world class experts to develop a radically new kind of company at Medigram. I love bringing out the best in people and holding us accountable to our values and mission. We will save 100's of thousands of lives while driving potential for incredible returns. In this role, I gratefully stand on the shoulders of giants while envisioning and executing a new perspective on leadership.Resources mentioned in this episode:Free Download of The Leadership Survival Guide (10 World-Class Leaders Reveal Their Secrets)https://store.consultclarity.org/lead...The Leadership Conversations Podcasthttps://open.spotify.com/show/4IB6V41...The Jonno White Leadership Podcasthttps://open.spotify.com/show/2p8rvWr...The Leadership Question of the Day Podcasthttps://open.spotify.com/show/6eZ4lZ2...Clarity Websitehttps://www.consultclarity.org/7 Questions on Leadership Serieshttps://www.consultclarity.org/large-...We'd Love To Interview YOU In Our 7 Questions On Leadership Series!https://www.consultclarity.org/7-ques...Subscribe To Clarity's Mailing Listhttps://www.consultclarity.org/subscribeJonno White's eBook Step Up or Step Outhttps://store.consultclarity.org/step...Jonno White's Book Step Up or Step Out (Amazon)https://www.amazon.com/Step-Up-Out-Di...

Andy and Jessica welcome you to another episode of The Deal Board Podcast; today, they are talking about the future, specifically from an area of business consulting that is called Futurism, and for this, they are joined by two experts: Pascal Finette, Cofounder and Chief Heretic at Be Radical, and Oren Schauble from Product World. In this episode, they address the role of AI, automation, and robots in the future of business. The future is happening fast, but there is an opportunity to really harness what is going to happen. Listen to this episode to get ready for what is coming! Listings of the week:Bob Dunphy (New York City) is selling a photo/video/electronic store that did great during the pandemic. It is an owner-operated business that makes $300,000 in SDE. The asking price is $600,000 and has $800,000 worth in inventory. Email Bob at bdunphy@tworld.com or call (917) 589-0977.Paul Ripon (Minnesota) is selling a mental health practice in six locations, the owner has been in the business for 27 years and is now planning to retire. Reduced price: $1 million. Call Paul at (612) 310-3265. Key takeaways:[2:15] Andy and Jessica talk about futurism and its benefits for business.[6:18] Deal of the week: John Chafee (East North Carolina) sold a great machinery fabrication company making a couple of million dollars per year in revenue. EBITDA $1.8 million. Owners were planning to retire and no family members wanted to take over the business. The sellers accepted an offer of $11.5 million.[11:38] Pascal Finette Co-Founder & Chief Heretic Be Radical.[12:49] Pascal defines futurism and its role in today's society.[15:20] How does futurism apply to business owners?[16:19] Three questions to ask when you look at technology trends.[19:30] What are the elements of the environment that entrepreneurs should really pay attention to regarding the near future?[21:42] Pascal shares what really excites him about the newest technology.[23:30] How do we have companies that capture innovation and creativity?[24:14] Pascal explains the 10-10-5 framework.[26:43] Pascal encourages business owners to seek out diversity: Talk to people that you usually don't talk to.[28:23] Pascal shares his advice to small business owners: The future is yours![30:59] Listing of the week: Bob Dunphy (New York City) is selling a photo/video/electronic store It is an owner-operated business that makes $300,000 in SDE. The asking price is $600,000 and has $800,000 worth in inventory.[34:45] Oren Schauble from Product World.[36:53] Oren talks about how to start doing something about the future.[38:01] Differentiate yourself in the market.[43:08] Which industries might be shaken up moving into the future?[46:20] Finding collaborators online was not available for entrepreneurs 10 or 20 years ago.[46:39] What should someone do if they are interested in a product or piece of software?[48:26] Why do people hire Oren?[50:58] Oren talks about what is exciting now for businesses.[52:58] Listing of the week: Paul Ripon (Minnesota) is selling a mental health practice in six locations, the owner has been in the business for 27 years and is now planning to retire. Reduced price: $1 million.Mentioned in this Episode:The Deal Board PodcastSubscribe toThe Deal Board Podcast YouTube ChannelUnited Franchise GroupTransworld Business AdvisorsTransworld on LinkedinTransworld on FacebookCall us — (888) 719-9098Email us thedealboard@tworld.com Call John Chafee at (252) 933-9455 or email jchafee@tworld.comEmail Bob Dunphy at bdunphy@tworld.com or call (917) 589-0977Call Paul Ripon at (612) 310-3265.

We have a hot penny stock for our subscribers on Monday. This company reported a 202% increase in EBITDA, with gross profits increasing 23% to $3.7 million for the first 6 months of 2022. This penny stock trades under $.50 with a market cap under $10 million. To get our FULL report for FREE, sign up at: https://signup.insiderfinancial.com/ For FREE stocks and to trade IPOs on WeBull, go to: https://a.webull.com/i/insiderfinancial Disclosure: We have no business relationship with any company whose stock is mentioned in this video. Insider Financial is not an investment advisor; this video does not provide investment advice. Always do your own research, make your own investment decisions, or consult with your nearest financial advisor. This video is not a solicitation or recommendation to buy, sell, or hold securities. This video is our opinion, is meant for informational and educational purposes only, and does not provide investment advice. Past performance is not indicative of future performance. For more information, please read our full disclaimer: https://insiderfinancial.com/disclaimer/ spy etf, cfvi stock, fdx stock, brll stock, otc stocks, otc stocks list, penny stocks, penny stocks list, NASDAQ penny stocks, NYSE stocks, NYSE penny stocks #pennystocks #nasdaq #otc

Heute sprechen wir über einen faszinierenden und lehrreichen Fall des Scheiterns: WeWork – das Unternehmen, das gefühlt von null auf hundert ging und in jeder Stadt mindestens einen coolen Coworking-Space installiert hat. ➡️ Teste Blinkist 7 Tage kostenlos und erhalte 25% auf das Jahresabo unter https://www.blinkist.de/finanzfluss * Kurz vorm Börsengang ging es heftig bergab. Am Ende mussten der CEO und viele Mitarbeiter gehen. Statt 47 Milliarden Dollar wurde WeWork plötzlich nur noch mit 8 Milliarden Dollar Wert gehandelt. Ob der Börsengang noch geklappt hat? Das hört ihr gleich.

On Monday evening Cheniere provided their third revised EBITDA guidance of the year. It's good that they're not based in the EU where they would be a target of the planned windfall profits tax. Cheniere has raised guidance by $1.2BN (after 1Q earnings), $1.6BN (after 2Q earnings) and now another $1.2BN pointing to a range […]

How Doug Johns overcame his reservations about being a franchisee to acquire a dream business with $1.8m EBITDA. Topics in Doug's interview: Buying a franchise vs. independent business Opening your mind to a franchise The many (overlooked) benefits to being a franchisee Calling yourself "independent investor" instead of "searcher" Running a search like a B2B sales process The appeal of a deal with few addbacks Why home service businesses are so appealing as acquisitions Loving, rather than running from, managing people Why the top home service businesses have more sophisticated funnels than the Fortune 500 ServiceTitan Where the opportunity is when the business you buy is already well-run and mature Owning a plumbing company without knowing anything about plumbing The numbers of Doug's deal The exact multiple is way less important than you think Using ROBS to buy the business Why high growth can make a business harder to finance Understanding debt service coverage ratio (DSCR) thresholds Doug's tip for choosing an SBA lender The $500k value of Doug's appeal to the seller Going to meet a seller face to face Reach Doug at: doug DOT johns AT couffley DOT com LinkedIn Get complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabConnect with Acquiring Minds: Connect with host Will Smith on LinkedIn Follow Will on Twitter

In this episode: David and Eric discuss EBITDA's limitations and adjustments and why they are so important to understanding your business' value. We also discuss some critiques of using EBITDA including the famous one from one from Charlie Munger, Warren Buffett's longtime business partner who boldly stated: “I think that every time you see the...

Revisa nuestra visión para la bolsa chilena, presentada Aldo Morales, subgerente de estudios renta variable en BICE Inversiones. En agosto, el mercado local siguió mostrando un desempeño positivo. El IPSA rentó 3,5% en pesos y 3,9% en dólares, acumulando un retorno de 16% durante los últimos 2 meses, y de 34% en lo que va del año en moneda local. Según nuestras estimaciones, las empresas del IPSA reportaron crecimientos de 34% en EBITDA y 80% en Utilidad. Entre Vapores, SQM y el sector bancario en conjunto representaron 98% del crecimiento total de las utilidades del IPSA. Por otro lado, dentro de las noticias más relevantes del mes, destacamos el anuncio que hizo Ripley respecto del ejercicio de la opción de venta de su participación minoritaria de 22,5% en la sociedad Nuevos Desarrollos. Por último, estamos realizando cambios en nuestras carteras recomendadas, destacando el ingreso de CCU en reemplazo de BCI en nuestra cartera BICE 5 y de Falabella por Cencoshopp en nuestra cartera BICE10.

No episódio 134 do JKCast, José Kobori respondeu as dúvidas dos ouvintes sobre Swing trade é estratégia de investimento? Exportar commodities é bom para o Brasil? Ebitda e IR.

The pandemic created a unique set of circumstances for private aviation; an alignment between the forced adoption of technology and the emergence of a new type of consumer has given the sector an incredible boost in demand and volume. A monumentally entrepreneurial organization like Sentient Jet is primed for this private aviation gold rush, and on the forefront of evangelizing the sector. What are some of the pieces they are lining up to continue expanding market share? How is tech fueling their organizations growth? In this episode, President and CEO of Sentient Jet, Andrew Collins shares why the last few years have been so fruitful for private aviation and what the company aims to accomplish.    We're trying to remove as much friction as we can from private aviation and generate the most positive experience. -Andrew Collins   Things You'll Learn In This Episode  The truth about market rationalized pricing Is the idea of the democratization of business aviation an unrealistic oxymoron? Why Sentient Jet is investing in eVTOL Can aviation create a frictionless and convenient way to do short distances? The rise of a new customer How has this post-pandemic era impacted what business aviation customers expect? Sentient Jet's main focus How can the private aviation industry improve the experience for a growing customer base?     Guest Bio Andrew Collins is the President and CEO of Sentient Jet, he is responsible for a $450 million consumer travel and aviation business that has rapidly flourished over the last six years. Under his leadership the company has benefited from both a digital and business model transformation, in addition to an organizational restructuring. This includes setting market, product, and brand strategy, integrating a full suite of retail and wholesale technology applications, tripling sales, optimizing client acquisitions costs, and significantly moving top-line revenues, while also evolving Sentient into an EBITDA-positive entity. In addition to running Sentient Jet, Collins is a lead executive at parent company OneSky where he is focused on M&A, operations, and revenue management activities. In 2021 Collins led the acquisition of Halo Aviation in London and integrated the company with Associated Aircraft Group (recently acquired from Sikorsky Lockheed Martin) in NYC to form OneSky's Vertical Lift division, creating a global fleet of 24 helicopters and a platform for the future of flight. Inclusive with this effort was an order for 200 eVTOL (electric vertical take off and landing) vehicles from Embraer's EVE. To find out more, go to https://sentient.com/.     Learn More About Your Host: Co-founder and Managing Partner for Northstar Group, Craig is focused on recruiting senior-level leadership, sales, and operations executives for some of the most prominent companies in the aviation and aerospace industry. Clients include well-known aircraft OEMs, aircraft operators, leasing / financial organizations, and Maintenance / Repair / Overhaul (MRO) providers. Since 2009 Craig has personally concluded more than 150 executive searches in a variety of disciplines. As the only executive recruiter who has flown airplanes, sold airplanes, AND run a business, Craig is uniquely positioned to build deep, lasting relationships with both executives and the boards and stakeholders they serve. This allows him to use a detailed, disciplined process that does more than pair the ideal candidate with the perfect opportunity and hit the business goals of the companies he serves.

Restaurant Operations, Marketing and Franchising veteran Paul Macaluso joined Another Broken Egg Cafes as President and CEO in 2019.  Paul is an enthusiastic, hands-on leader with experience in a variety of executive and senior positions. Spanning a career of 25+ years, he is widely known for driving results at respected brands throughout the restaurant industry.  He began his career as a Restaurant GM with Taco Bell and advanced to hold many operations and marketing roles for them for the next 10 years.  He then went on to take a turn at brand strategy, menu development and product marketing positions for both the Burger King Corporation and Sonic Drive-ins, before joining joined FOCUS Brands filling a variety of senior marketing and brand strategy positions there, before being promoted to President of McAlister's, where he led the brand to record setting EBITDA and new restaurant openings. Prior to joining Another Broken Egg, Paul served as President and Chief Executive Officer of The Krystal Company, leading a brand revitalization effort including rebuilding aged restaurants, achieving positive same store-sales, improving unit level profitability and restarting the franchise sales pipeline.  

This week, we speak with Sarah Gardner, Founder and Managing Director of Allegro Tax - a specialist tax advisory firm. In this Episode, Sarah begins by discussing the advantages and disadvantages of buying a target company through an SPV as opposed to doing so personally, how to benefit from entrepreneurs' relief, the tax efficient options available for incentivising employees, tactics for minimizing capital gains tax when acquiring a business and much more. Enjoy the episode!

Landscaping is a tough, not-so-glamourous business, but it's one that Tom Farinacci cracked early on with his entrepreneurial drive and penchant for hard work. After selling his first business, Tom completed a college degree, worked at national landscaping business with the sole purpose of learning their trade secrets, and then returned to what he does best. Building his own business and propelling its growth forward. Focusing solely on strategic acquisitions from competitors in his area, Tom grew the business to achieve comfortable EBITDA margins of 15% a year. Tune in to hear why he prioritised strategic acquisitions over organic growth, how he knew the time was right to sell, and what his motivations were for exiting the industry.   Connect with Tom Farinacci II LinkedIn: https://www.linkedin.com/in/tom-farinacci/ Connect with Simon Bedard LinkedIn: https://www.linkedin.com/business-sales-sydney/ Website: https://buygrowsell.com/ Website: https://exitadvisory.com.au/

EBITDA คืออะไร แล้วทำไมบัฟเฟตต์ถึงไม่ชอบตัวเลขนี้เลย ? ลงทุนแมนจะเล่าให้ฟัง สนับสนุนโดย Blockdit ดาวน์โหลดแอปที่ https://www.blockdit.com/download References -https://www.investopedia.com/terms/e/ebitda.asp -https://corporatefinanceinstitute.com/resources/knowledge/valuation/warren-buffett-ebitda -https://www.oldschoolvalue.com/investing-strategy/buffett-klarman-ebitda/ -https://finance.yahoo.com/news/charlie-munger-warren-buffett-ebitda-205053585.html -https://www.youtube.com/watch?v=1eL5Z0Y6mTo

Machine Translation (MT) Researcher, Yasmin Moslem, joins SlatorPod to talk about her research on Domain-Specific Text Generation for Machine Translation — a project she conducted with Rejwanul Haque, John D. Kelleher, and Andy Way at the Adapt Center in Dublin.Yasmin shares her experience working as a translator, discovering translation productivity (CAT) tools, and experimenting with translation memory to improve MT. She breaks down the paper's approach to domain-specific MT training using back-translation for data augmentation.She discusses how some LSPs are already implementing this approach in real-life, customizing it for different use cases. She explains why they used a combination of BLEU, Comet, and other quality evaluation frameworks as well as human evaluation to rate machine translation quality.Yasmin concludes the podcast with her advice for those in the core industry looking to enter the machine translation space, from the spiral learning process to reading research papers.First up, Florian and Esther discuss the language industry news of the week, including how a streaming platform used propriety machine dubbing technology for its film offerings in the first quarter of 2022.Over in London, TransPerfect acquired a virtual data room (VDR) tech company to proactively address the VDR market. In transcription news, VIQ Solutions' shares dipped by 20% despite reporting strong, half-year revenue growth of 45% year on year. Meanwhile, multilingual captioning provider Ai-Media turns EBITDA-profitable as a 2021 acquisition drives revenue growth.

DataMetrex AI Limited (TSXV: DM / DTMXF: OTCQB / FSE: D4G) has the rare benefit that most small-cap companies would only dream of: Multiple successful independent divisions that are each capable of being a company maker including: Cybersecurity Smart & Mobile EV Charging Through Predictive Analytics Subscription Based Telehealth Including Mobile Medical Visits COVID-19 Testing With Tier-1 Movie Studios & Mining Companies That's why CIOReview, a leading digital and print technology magazine, has recognized the company as the most promising Canadian tech company for the 2022 calendar year … and that is why $DM is set to uplist to the TSX Big Board. More than just lip service, $DM is walking the walk delivering great financial results as follows: YEAR ENDED DECEMBER 2021: Record Revenue of Over $49M up 296% Record Adjusted EBITDA* of $15M up 1,838% Net Earnings of $9M up 282% Positive Cash Flow from Operations of $11M up 2,025% The company recently reported their Q2 results, with financial highlights as follows: Revenue 18.3M EBITDA of $1.43M / adjusted EBITDA 3.265M Positive cash flow of over $766K from operations Over $25 million in current assets, including $14m in cash Significant increase in IT services REV $2M +, up 141% from the previous year.

Every business should have an exit plan in mind from Day 1. Why? Because it's impossible to control the timing of an exit or the changes in circumstances that might precipitate it. Venture capitalists know this, and build in their exit formulas at the time of their initial funding. Entrepreneurs should think the same way. And, like any business process, selling a business is a knowledge-based process that repays an investment in learning its techniques and critical success factors. Economics For Business talked to Jessica Fialkovich, a successful business builder in her own right, who founded Exit Factor, an advisory firm that helps entrepreneurs get the most from selling their businesses. Key Takeaways and Actionable Insights Entrepreneurship provides better career control and security than corporate life. Jessica climbed the corporate ladder, investing effort and skill into being a great employee. But she was just a name on a list when the GFC came along - a list of those to be let go when Lehman Brothers (her employer's funder) collapsed. She realized that entrepreneurship provided her with great security. There's uncertainty, but the entrepreneur decides what their future is, takes responsibility for those decisions, and accepts the accountability. She built a successful business through hard work and the discovery process of identifying target customers and finding new and better ways to bring them value. Her chosen business was in wine sales to wine-loving customers, many of whom were connoisseurs. She developed many specialized services including finding rare wines for collectors, and her clientele spanned the globe. She incorporated the latest technologies and innovated in marketing techniques. She worked long hours, talking to customers across 16 time zones from Japan to California. Then she decided to sell. Entrepreneurs experience a lot less support when selling a business than when building it. When you're successfully growing a business, everyone wants to help, providing you with business services and supplies, and advice and ideas. What Jessica found when she came to sell was that she was on her own. It was hard to find expert help, or the requisite resources, or pretty much any kind of support infrastructure for a transaction of the size she was planning. For big business, there's investment banking. For the 99.9% of businesses outside the Fortune 500, there was nothing similar. There were some so-called business brokers, but they were not dedicated specialists, not professionals in the specific process of selling, unreliable and poor at client service. As an alert entrepreneur, Jessica understood that this finding signaled a market need. The first step to design for an under-served market is to draw on relevant experience from parallel markets. Business development always starts with first principles: is there a market to be served, in that some potential customers feel an unmet need or have a meaningful problem to be solved? Jessica had first-hand knowledge of the problem, and talking to entrepreneurs in similar situations reinforced her confidence in the market's potential. The comparison market Jessica chose was investment banking, which can be thought of as selling businesses of a larger scale. There's an established investment banking process and a timeline of steps and milestones from preparing an evaluation, to developing the pitch deck, to the identification of the best buyers and the tailoring of a marketing plan for them. Jessica's husband had some relevant investment banking experience which enhanced the knowledge transfer from one field to another, and provided a reality check for the process design. Business-to-business services development and execution has its own set of rules; the most important one is the nurturing of relationships. A business brokerage is a high-intensity B2B service bundle requiring a lot of in-person customized relationship management. There's pitching the potential customers in the first place, customizing the service tom their particular business and to meet their specific needs, with a big need for staff training to deliver these specialized services. B2B service providers must be both sales experts and process experts. That requires a lot of human capital. Jessica's answer was to design and build a system-based model that, once in place, could be repeated and reproduced via well-trained staff with the right IT support. She has found B2B services to be even more demanding than sourcing rare wines for connoisseurs. Selling a business is somehow more personal and individual. A client's perception of what their business is worth may be quite different than the market's perception. It's the nurturing of relationships that smooths out the potential jagged edges in these transactions. Some insights for entrepreneurs selling their business. Identify your exit options from Day 1 of your business. Since it's impossible to control exit timing - which may be due to unforeseen changes in circumstances - it's best to lay the runway from the start. Plan to run a salable business, as well as one that's profitable and growing. Don't have a fire sale or panic sale or be unprepared.Tailoring your selling process to the size and type of your business is important. There are different influences on what moves valuations up or down depending on business size, but, in all cases, it's a process with a beginning, a middle and an end to be planned for in advance. You've got to know how to find buyers, how to source offers, and how to keep your business in good shape for due diligence.Conduct regular health checks for evaluation. Always know what your business is worth. Find out how businesses are valued in your industry or sector. Make sure your business shows well on the criteria that are applied in your field.EBITDA multiples are the dominant valuation metric. You may read in the Wall Street Journal about businesses being acquired for brand value, or for technology integration, or for other reasons of corporate M&A strategy. For small and medium size businesses, EBITDA multiples remain the dominant metric. There's some art regarding what the precise multiple may turn out to be, but it'd within a range and is not going to vary wildly.There is some room for qualitative factors and subjective valuation. Jessica listed subjective factors ranging from the degree of business involvement of the owner (and the worry that their future absence might be detrimental) to the perceived quality of the brand and its imagery and reputation.The ultimate asset is a proven and scalable business model. If you can demonstrate that your business model returns increases in revenue and profit growth for additional investments in capital or people or marketing, then you are most likely to find an eager buyer. Make sure you can model your business in this way and that the data are clean and credible. Additional Resources Getting The Most For Selling Your Business by Jessica Fialkovich: Mises.org/E4B_185_Book ExitFactor.com Jessica on LinkedIn: Mises.org/E4B_185_LinkedIn

In this episode of Commitment Matters, Mary speaks with Marcus Hunt and Wayne Stanley from Title Success. You can contact Wayne and Marcus on the Title Success website.During their conversation, Marcus, Wayne or Mary mentioned: Title Success advises title companies on mergers and acquisitions (M&As) and makes valuations based on operations and business management. Learn more about what Title Success does here. Marcus says finding talent is one of the hardest parts of mergers. Here are some strategies on hiring and retention during M&As. Wayne and Marcus say that many business owners are trying to get out of ownership, however, they don't want to necessarily leave the industry or their company. Title Success helps people follow through with their exit plans.The number of mergers and acquisitions happening specifically within the title industry continues to rise. According to the 2022 Voice of the Title Agent report, 1 in 5 title companies sold, merged or acquired with other businesses last year. Here's an article that explains why M&As are rising within the title industry and has an outlook on future trends.EBITDA stands for Earnings Before Interest, Taxes, Depreciation and Amortization. It measures a company's profitability.Communicating your business plan is critical for both sides in a merger or acquisition. Marcus and Wayne say this is where the biggest misunderstandings happen, especially between owners and employees. Integrating business cultures can be another roadblock in combining with another company after a merger or sale.Marcus and Wayne advise that before you meet with a consulting company and discuss a merger or acquisition, come up with a list of goals you'd like to see play out in your business.It's never too early to meet with a business consultant, even if you don't plan on consolidating. Title Success offers several business planning services. Find a full list of them here. You can now reach the Commitment Matters Podcast via phone! Got a topic or guest idea you want featured? Leave us a voice message at 214.377.1807 or email us at podcasts@ramquest.com. Don't forget to subscribe, rate, and review this podcast on Apple Podcast, Spotify, or wherever you listen to podcasts, or visit RamQuest.com/podcast to download the latest episode. Lastly, we love to see when and how you're listening. Share our posts, or create your own and tag them: #CommitmentMattersPodcast

Every business should have an exit plan in mind from Day 1. Why? Because it's impossible to control the timing of an exit or the changes in circumstances that might precipitate it. Venture capitalists know this, and build in their exit formulas at the time of their initial funding. Entrepreneurs should think the same way. And, like any business process, selling a business is a knowledge-based process that repays an investment in learning its techniques and critical success factors. Economics For Business talked to Jessica Fialkovich, a successful business builder in her own right, who founded Exit Factor, an advisory firm that helps entrepreneurs get the most from selling their businesses. Key Takeaways and Actionable Insights Entrepreneurship provides better career control and security than corporate life. Jessica climbed the corporate ladder, investing effort and skill into being a great employee. But she was just a name on a list when the GFC came along - a list of those to be let go when Lehman Brothers (her employer's funder) collapsed. She realized that entrepreneurship provided her with great security. There's uncertainty, but the entrepreneur decides what their future is, takes responsibility for those decisions, and accepts the accountability. She built a successful business through hard work and the discovery process of identifying target customers and finding new and better ways to bring them value. Her chosen business was in wine sales to wine-loving customers, many of whom were connoisseurs. She developed many specialized services including finding rare wines for collectors, and her clientele spanned the globe. She incorporated the latest technologies and innovated in marketing techniques. She worked long hours, talking to customers across 16 time zones from Japan to California. Then she decided to sell. Entrepreneurs experience a lot less support when selling a business than when building it. When you're successfully growing a business, everyone wants to help, providing you with business services and supplies, and advice and ideas. What Jessica found when she came to sell was that she was on her own. It was hard to find expert help, or the requisite resources, or pretty much any kind of support infrastructure for a transaction of the size she was planning. For big business, there's investment banking. For the 99.9% of businesses outside the Fortune 500, there was nothing similar. There were some so-called business brokers, but they were not dedicated specialists, not professionals in the specific process of selling, unreliable and poor at client service. As an alert entrepreneur, Jessica understood that this finding signaled a market need. The first step to design for an under-served market is to draw on relevant experience from parallel markets. Business development always starts with first principles: is there a market to be served, in that some potential customers feel an unmet need or have a meaningful problem to be solved? Jessica had first-hand knowledge of the problem, and talking to entrepreneurs in similar situations reinforced her confidence in the market's potential. The comparison market Jessica chose was investment banking, which can be thought of as selling businesses of a larger scale. There's an established investment banking process and a timeline of steps and milestones from preparing an evaluation, to developing the pitch deck, to the identification of the best buyers and the tailoring of a marketing plan for them. Jessica's husband had some relevant investment banking experience which enhanced the knowledge transfer from one field to another, and provided a reality check for the process design. Business-to-business services development and execution has its own set of rules; the most important one is the nurturing of relationships. A business brokerage is a high-intensity B2B service bundle requiring a lot of in-person customized relationship management. There's pitching the potential customers in the first place, customizing the service tom their particular business and to meet their specific needs, with a big need for staff training to deliver these specialized services. B2B service providers must be both sales experts and process experts. That requires a lot of human capital. Jessica's answer was to design and build a system-based model that, once in place, could be repeated and reproduced via well-trained staff with the right IT support. She has found B2B services to be even more demanding than sourcing rare wines for connoisseurs. Selling a business is somehow more personal and individual. A client's perception of what their business is worth may be quite different than the market's perception. It's the nurturing of relationships that smooths out the potential jagged edges in these transactions. Some insights for entrepreneurs selling their business. Identify your exit options from Day 1 of your business. Since it's impossible to control exit timing - which may be due to unforeseen changes in circumstances - it's best to lay the runway from the start. Plan to run a salable business, as well as one that's profitable and growing. Don't have a fire sale or panic sale or be unprepared.Tailoring your selling process to the size and type of your business is important. There are different influences on what moves valuations up or down depending on business size, but, in all cases, it's a process with a beginning, a middle and an end to be planned for in advance. You've got to know how to find buyers, how to source offers, and how to keep your business in good shape for due diligence.Conduct regular health checks for evaluation. Always know what your business is worth. Find out how businesses are valued in your industry or sector. Make sure your business shows well on the criteria that are applied in your field.EBITDA multiples are the dominant valuation metric. You may read in the Wall Street Journal about businesses being acquired for brand value, or for technology integration, or for other reasons of corporate M&A strategy. For small and medium size businesses, EBITDA multiples remain the dominant metric. There's some art regarding what the precise multiple may turn out to be, but it'd within a range and is not going to vary wildly.There is some room for qualitative factors and subjective valuation. Jessica listed subjective factors ranging from the degree of business involvement of the owner (and the worry that their future absence might be detrimental) to the perceived quality of the brand and its imagery and reputation.The ultimate asset is a proven and scalable business model. If you can demonstrate that your business model returns increases in revenue and profit growth for additional investments in capital or people or marketing, then you are most likely to find an eager buyer. Make sure you can model your business in this way and that the data are clean and credible. Additional Resources Getting The Most For Selling Your Business by Jessica Fialkovich: Mises.org/E4B_185_Book ExitFactor.com Jessica on LinkedIn: Mises.org/E4B_185_LinkedIn

Every business should have an exit plan in mind from Day 1. Why? Because it's impossible to control the timing of an exit or the changes in circumstances that might precipitate it. Venture capitalists know this, and build in their exit formulas at the time of their initial funding. Entrepreneurs should think the same way. And, like any business process, selling a business is a knowledge-based process that repays an investment in learning its techniques and critical success factors. Economics For Business talked to Jessica Fialkovich, a successful business builder in her own right, who founded Exit Factor, an advisory firm that helps entrepreneurs get the most from selling their businesses. Key Takeaways and Actionable Insights Entrepreneurship provides better career control and security than corporate life. Jessica climbed the corporate ladder, investing effort and skill into being a great employee. But she was just a name on a list when the GFC came along - a list of those to be let go when Lehman Brothers (her employer's funder) collapsed. She realized that entrepreneurship provided her with great security. There's uncertainty, but the entrepreneur decides what their future is, takes responsibility for those decisions, and accepts the accountability. She built a successful business through hard work and the discovery process of identifying target customers and finding new and better ways to bring them value. Her chosen business was in wine sales to wine-loving customers, many of whom were connoisseurs. She developed many specialized services including finding rare wines for collectors, and her clientele spanned the globe. She incorporated the latest technologies and innovated in marketing techniques. She worked long hours, talking to customers across 16 time zones from Japan to California. Then she decided to sell. Entrepreneurs experience a lot less support when selling a business than when building it. When you're successfully growing a business, everyone wants to help, providing you with business services and supplies, and advice and ideas. What Jessica found when she came to sell was that she was on her own. It was hard to find expert help, or the requisite resources, or pretty much any kind of support infrastructure for a transaction of the size she was planning. For big business, there's investment banking. For the 99.9% of businesses outside the Fortune 500, there was nothing similar. There were some so-called business brokers, but they were not dedicated specialists, not professionals in the specific process of selling, unreliable and poor at client service. As an alert entrepreneur, Jessica understood that this finding signaled a market need. The first step to design for an under-served market is to draw on relevant experience from parallel markets. Business development always starts with first principles: is there a market to be served, in that some potential customers feel an unmet need or have a meaningful problem to be solved? Jessica had first-hand knowledge of the problem, and talking to entrepreneurs in similar situations reinforced her confidence in the market's potential. The comparison market Jessica chose was investment banking, which can be thought of as selling businesses of a larger scale. There's an established investment banking process and a timeline of steps and milestones from preparing an evaluation, to developing the pitch deck, to the identification of the best buyers and the tailoring of a marketing plan for them. Jessica's husband had some relevant investment banking experience which enhanced the knowledge transfer from one field to another, and provided a reality check for the process design. Business-to-business services development and execution has its own set of rules; the most important one is the nurturing of relationships. A business brokerage is a high-intensity B2B service bundle requiring a lot of in-person customized relationship management. There's pitching the potential customers in the first place, customizing the service tom their particular business and to meet their specific needs, with a big need for staff training to deliver these specialized services. B2B service providers must be both sales experts and process experts. That requires a lot of human capital. Jessica's answer was to design and build a system-based model that, once in place, could be repeated and reproduced via well-trained staff with the right IT support. She has found B2B services to be even more demanding than sourcing rare wines for connoisseurs. Selling a business is somehow more personal and individual. A client's perception of what their business is worth may be quite different than the market's perception. It's the nurturing of relationships that smooths out the potential jagged edges in these transactions. Some insights for entrepreneurs selling their business. Identify your exit options from Day 1 of your business. Since it's impossible to control exit timing - which may be due to unforeseen changes in circumstances - it's best to lay the runway from the start. Plan to run a salable business, as well as one that's profitable and growing. Don't have a fire sale or panic sale or be unprepared.Tailoring your selling process to the size and type of your business is important. There are different influences on what moves valuations up or down depending on business size, but, in all cases, it's a process with a beginning, a middle and an end to be planned for in advance. You've got to know how to find buyers, how to source offers, and how to keep your business in good shape for due diligence.Conduct regular health checks for evaluation. Always know what your business is worth. Find out how businesses are valued in your industry or sector. Make sure your business shows well on the criteria that are applied in your field.EBITDA multiples are the dominant valuation metric. You may read in the Wall Street Journal about businesses being acquired for brand value, or for technology integration, or for other reasons of corporate M&A strategy. For small and medium size businesses, EBITDA multiples remain the dominant metric. There's some art regarding what the precise multiple may turn out to be, but it'd within a range and is not going to vary wildly.There is some room for qualitative factors and subjective valuation. Jessica listed subjective factors ranging from the degree of business involvement of the owner (and the worry that their future absence might be detrimental) to the perceived quality of the brand and its imagery and reputation.The ultimate asset is a proven and scalable business model. If you can demonstrate that your business model returns increases in revenue and profit growth for additional investments in capital or people or marketing, then you are most likely to find an eager buyer. Make sure you can model your business in this way and that the data are clean and credible. Additional Resources Getting The Most For Selling Your Business by Jessica Fialkovich: Mises.org/E4B_185_Book ExitFactor.com Jessica on LinkedIn: Mises.org/E4B_185_LinkedIn

Sam Turner is 3 acquisitions into a 5-year plan to buy HVAC businesses across the UK that together cash flow £6m/yr. Topics in Sam's interview: How the businesses he buys are run and by whom Buying without the benefit of an SBA loan Why HVAC? Why buying small business is more appealing than real estate Harbour Club with Jeremy Harbour The value in acquiring businesses in a highly-fragmented industry Deal structure for his first acquisition Sam's goal for revenue/EBITDA/multiple and his own wealth Buying small vs. buying big Buying an HVAC with mostly new construction vs. maintenance revenue White collar people buying blue collar businesses Reach Sam at: sam DOT turner AT advantos DOT com LinkedIn Get complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabConnect with Acquiring Minds: Connect with host Will Smith on LinkedIn Follow Will on Twitter

Join Newton One (Steve Target and Mark Singer) and John McLeod, CEO and founder of PMP Solutions, a firm helping closely held business owners grow their EBITDA and plan for a successful exit. John reviews why it's imperative to select the right team when guiding business owners through the critical operational, professional, personal, and family decisions they must make to improve business value today and achieve exit success tomorrow.  

Michael Girdley (@Girdley) and Bill D'Alessandro (@BillDA) talk about a small neighborhood coffee shop in British Columbia, Canada. Could this be a rich man's trap? We'll be going deep into figuring out whether we got an outperforming deal or not. You won't expect who we think should buy this deal. -----Thanks to our sponsors!* CloudBookkeeping offers adaptable solutions to businesses that want to focus on growth with a “client service first” approach. They offer a full suite of accounting services, including sophisticated reporting, QuickBooks software solutions, and full-service payroll options.-----Do you enjoy our content? Rate our show!Follow us on Twitter @acquanon Learnings about small business acquisitions and operations.-----Show Notes:(00:00) - Introduction(00:26) - Our sponsor is Cloudbookkeeping.com(02:02) - Deal financials: A Profitable and Delightful Coffee Shop(06:31) - Do we like it? What does Bill like?(08:00) - What is scary about this businesses(10:00) - Is this coffee shop worth the time investment? What is the value-trap concept?(13:00) - Is this coffee shop outperforming or underperforming in terms of EBITDA?(14:31) - Would you see an opportunity to optimize or rather leave it and look for a better deal?(17:13) - What does it mean when there's a given yield on a particular location of a coffee shop?(19:13) - What to expect when Girdley is at your board meetings?(20:20) - Who are the potential buyers? What is the one thing they should negotiate on?(23:25) - Can you be a hands-off owner with a General Manager for $75,000 a year?(26:08) - Let's hear a funny story about a cool scam!(27:29) - How can we protect ourselves from operation scams? Did you like this episode? Leave us your feedback in the comments!-----Additional episodes you might enjoy:#108 A fireworks store and a ski rental business for sale#106 A Pet Product and Saas business for sale - Which one do we like?#105 How to Make Money in the E-Commerce Game - Bill D'Alessandro gives an e-Commerce masterclass - Part 1#79 What do Investors want? - Dig into an investor's mind with Bradford Hardin#75 SBA Loan Secrets with Heather Endresen, expertise from a Billion-Dollar Loaner

Ryan is back this week from a Scottish Vacation which included Castles, Steak Pie, Castles, Haggis, Castles, a Royal Yacht, Castles, some beautiful scenery, and more Castles…it was good times. We kick of this week's show with a brief discussion on the U.S. Federal Reserve's annual meeting in Jackson's Hole, Brennan will look at some meme's around the financial term EBITDA and Ryan will remind him how BC crushed Saskatchewan (CFL) once again this past week. In our Your Stock, Our Take segment Ryan will take a look at Canadian-based point-of-sale payments processor Lightspeed Commerce Inc. (LSPD:TSX). The former market darling is down 50% year to-date and 84% from this past September. A listener asks if the stock finally offers value. Brennan will continue our series on legendary or famous investors series with a look into Kevin O'Leary, the outspoken Canadian investor's of Dragon's Den and Shark Tank fame who recently stated that about 25% of his portfolio is tied up in Cryptocurrencies. We also take a quick look at O'Leary backed publicly listed WonderFi Technologies Inc. (WNDR:TSX). Finally, Brett takes a look at a bit of a late August resurgence in meme stocks. Names including Gamestop (GME:NYSE), AMC Theatres (AMC:NYSE) and most recently Bed Bath and Beyond (BBBY:NASDAQ) have been in play once again over the past week to both the upside and downside. Brett will keep you up to date.

Michael Girdley (@Girdley) and Bill D'Alessandro (@BillDA) talk about a small neighborhood coffee shop in British Columbia, Canada. Could this be a rich man's trap? We'll be going deep into figuring out whether we got an outperforming deal or not. You won't expect who we think should buy this deal. -----Thanks to our sponsors!* CloudBookkeeping offers adaptable solutions to businesses that want to focus on growth with a “client service first” approach. They offer a full suite of accounting services, including sophisticated reporting, QuickBooks software solutions, and full-service payroll options.-----Do you enjoy our content? Rate our show!Follow us on Twitter @acquanon Learnings about small business acquisitions and operations.-----Show Notes:(00:00) - Introduction(00:26) - Our sponsor is Cloudbookkeeping.com(02:02) - Deal financials: A Profitable and Delightful Coffee Shop(06:31) - Do we like it? What does Bill like?(08:00) - What is scary about this businesses(10:00) - Is this coffee shop worth the time investment? What is the value-trap concept?(13:00) - Is this coffee shop outperforming or underperforming in terms of EBITDA?(14:31) - Would you see an opportunity to optimize or rather leave it and look for a better deal?(17:13) - What does it mean when there's a given yield on a particular location of a coffee shop?(19:13) - What to expect when Girdley is at your board meetings?(20:20) - Who are the potential buyers? What is the one thing they should negotiate on?(23:25) - Can you be a hands-off owner with a General Manager for $75,000 a year?(26:08) - Let's hear a funny story about a cool scam!(27:29) - How can we protect ourselves from operation scams? Did you like this episode? Leave us your feedback in the comments!-----Additional episodes you might enjoy:#108 A fireworks store and a ski rental business for sale#106 A Pet Product and Saas business for sale - Which one do we like?#105 How to Make Money in the E-Commerce Game - Bill D'Alessandro gives an e-Commerce masterclass - Part 1#79 What do Investors want? - Dig into an investor's mind with Bradford Hardin#75 SBA Loan Secrets with Heather Endresen, expertise from a Billion-Dollar Loaner

As an entrepreneur it's so important to know the basics of your numbers and financial statements so you can build a strong foundation for your business as you continue to grow and increase your revenue.    In today's episode, I'm sharing some of the basic terms and definitions that you should be familiar with when it comes to your business accounting and your numbers.    In this episode, Danielle also discusses:    Cash basis vs accrual 4:15 What financial statements include 9:04 EBITDA- what it means and why you need to know it 19:24 Balance sheet and what to know about them 22:17 Connect with Danielle: Website | https://www.kickstartaccountinginc.net/ Facebook | https://www.facebook.com/kickstartaccountinginc/ Instagram | https://www.instagram.com/kickstartaccounting  Twitter | https://twitter.com/KickstartAcct   Things Mentioned in Today's Episode:  Grab the Glossary PDF -> DOWNLOAD Book your FREE discovery call https://www.kickstartaccountinginc.com/get-started

There are two main ways people evaluate companies: Revenue and EBITDA.Revenue is the money generated for a certain period of time (both profits and losses included)EBITDA is an alternative for revenue that has been used widely in the past few decades to evaluate company performances.Unfortunately, both methods can prove ineffective in forecasting which company will survive and which one won't for the simple fact that neither EBITDA nor Revenue takes into account long-term play, different companies, different accounting structures, etc.So is there a third option out there? Are the two existing ways actually of any value for this new economic age that we're entering? Let's figure it out together on episode 148 of the Business Growth Accelerator Podcast!Here's what will be covered on the show:

Andy and Jessica welcome you to another episode of The Deal Board Podcast. Today they are discussing a very controversial topic which is why, when selling your business, you should take the first buyer who enquires but not necessarily the first offer. In their experience, the first buyer is often the right one and they are telling you why. Andy and Jessica share their advice on how to identify motivated buyers and they also give some “cautionary tales” about their experience seeing sellers refusing to engage with certain buyers. Listings of the week:Steve Merritt (Houston) is selling a bar that opened during COVID-19, and as a result, had no revenue for 6 months in 2020 but ended the year at $2.6 million in revenue, over half a million dollars in EBITDA. Business is selling for four times multiple on the EBITDA. The concept of this bar involves food trucks that come in. The business owner is also the landlord. Call Steve at (713) 582-2353 or email smerritt@tworld.com.Todd Bailey (Wichita) has a great new business in the home health care field, that owned ten almost brand new homes, they have wonderful operation records and procedures in place. Listed at $3.3 million. Email Todd at todd@tworld.com or call (316) 214-6875.Eric Mendelsohn (New York City) is selling a fabulous Italian restaurant in Connecticut, the best restaurant in town with a huge bar. Price: $1.5 million, sales are about $2.35 million and it is about two times SDE. Call Eric at (516) 840-3516 or email emendelsohn@tworld.com. Key takeaways:[1:40] Jessica explains what anchoring is in the selling process.[2:14] Andy talks about some of the reasons people go through the first buyer.[4:20] Technology has made things years when is time to find the right buyer.[5:10] What does a motivated buyer look like?[8:35] Andy speaks about the moment when a seller realizes he might have gone too low on the price.[10:10] Andy shares an example of a deal that did not take place in the most dramatic manner.[14:20] Jessica shares an example of a deal going wrong due to aspects that could not be controlled.[18:18] Andy shares an example showing the importance of always keeping your goal in mind.[21:10] Businesses do not always sell.[24:06] Listing of the week: Steve Merritt (Houston) is selling a bar that opened during COVID, and as a result had no revenue for 6 months in 2020 but ended the year at $2.6 million in revenue, over half a million dollars in EBITDA. Business is selling for 4 times multiple on the EBITDA.[28:15] Patrick Bombardiere (Colorado) shares some examples of sales that went wrong.[35:27] Deal of the week: Tony Keane (Houston) sold a franchise operation in the field of tutoring to the K-12 age range. The buyer wanted a semi-absentee type of work, they close the deal on a combination of cash and seller financing, and was sold for $100,000.[41:30] Robert Radanovich (Central Oregon) talks about a business owner that should have taken the first offer.[43:07] Listing of the week: Todd Bailey (Wichita) has a great new business in the home health care field, that owned ten almost brand new homes, they have wonderful operation records and procedures in place. Listed at $3.3 million.[44:16] Julie Smith (Central Oregon) talks about her experience with a business owner that did not take the first offer (and regretted it).[45:42] Kevin Everts (Syracuse) shares his experience with a buyer that rejected the first offer.[47:16] Listing of the week: Eric Mendelsohn (New York City) is selling a fabulous Italian restaurant in Connecticut, the best restaurant in town with a huge bar. Price: $1.5 million, sales are about $2.35 million and it is about two times STE. Call Eric at (516) 840-3516 or email emendelsohn@tworld.com.[48:55] Bob Dunphey (New York City) shares why a lot of times the first offer is the best. Mentioned in this Episode:The Deal Board PodcastSubscribe to The Deal Board Podcast YouTube ChannelUnited Franchise GroupTransworld Business AdvisorsTransworld on LinkedInTransworld on FacebookCall us — (888) 719-9098Email us thedealboard@tworld.comEmail Patrick Bombardiere at patrick@tworld.comEmail Tony Keane at tkeane@tworld.com or call (713) 511-2768Call Bob Dunphey at (917) 589-0977 or email bdumphey@tworld.com 

Kidoz (KIDZ: TSXV) owns the biggest mobile advertising platform for kids and families. How big? There are almost 4,000 apps around the world using Kidoz, reaching over 300 MILLION kids, teens, and families. The company works with top brands, including: Disney McDonald's Hasbro Lego …… and is a trusted partner of Apple and Google. More than just lip service, $KIDZ success can be seen in its annual revenue growth: 2017 $1.9M 2018 $3M 2019 $4.5M 2020 $7.1M 2021 $12.4M + 74%2021 Gross Profit $685k + 54% 2021 Adjusted EBITDA of $1.35M + 409% over Q3 Now $KIDZ has announced Kidoz Inc. Revenue Growth Continues in Q2 2022 with Revenue of $2,513,613 representing growth of 15.7% compared to Q2 2021 … which smashed industry benchmarks including Google that grew ~ 13% and let's not even talk about the decimation at $SNAP & $HULU thanks to a global economic collapse in Q2. Moreover $KIDZ is reaffirming full year revenue guidance of $19M - $21M which would represent growth of approximately 60% over 2021. What did Jason Williams, Kidoz CEO have to say? "Our visibility into revenue and EBITDA going forward is good, therefore, we continue to provide 2022 revenue guidance of $19M to $21M, which represents approximately 60% year over year growth, and we expect 2022 Adjusted EBITDA to be positive and maintain our profitable Adjusted EBITDA for the third year in a row." Now sit back, relax and watch this powerful interview.

How Much is My Shop Worth? This week Hunt discusses how to figure out what your shop is worth or what a prospective shop is really worth. • What method is used to value shops and what is included in that price? • What is EBITDA and what adjustments need to be made to figure out my true net income? • What are some things that you can do to drive the value of your shop and what are things that don't increase value? The Show is sponsored by: Shop-Ware on the web at https://getshopware.com (getshopware.com) NAPA Auto Care Repair Shop of Tomorrow at https://repairshopoftomorrow.com (https://repairshopoftomorrow.com) Hunt Demarest, CPA Paar Melis and Associates – Accountants Specializing in Automotive Repair Visit us Online : http://www.paarmelis.com/ (www.paarmelis.com) Email Hunt: podcast@paarmelis.com Get a copy of my Book :https://paarmelis.com/your-perfect-shop-book-download/ ( Download Here)

How Much is My Shop Worth? This week Hunt discusses how to figure out what your shop is worth or what a prospective shop is really worth. • What method is used to value shops and what is included in that price? • What is EBITDA and what adjustments need to be made to figure out my true net income? • What are some things that you can do to drive the value of your shop and what are things that don't increase value? The Show is sponsored by: Shop-Ware on the web at https://getshopware.com (getshopware.com) NAPA Auto Care Repair Shop of Tomorrow at https://repairshopoftomorrow.com (https://repairshopoftomorrow.com) Hunt Demarest, CPA Paar Melis and Associates – Accountants Specializing in Automotive Repair Visit us Online : http://www.paarmelis.com/ (www.paarmelis.com) Email Hunt: podcast@paarmelis.com Get a copy of my Book :https://paarmelis.com/your-perfect-shop-book-download/ ( Download Here)

Are you wondering how to build the ultimate level of retirement plan control? Alex dives into the benefits of checkbook control IRAs. Alex begins the episode with the market recap for the week of 8/15/2022 and describes what earnings before interest, taxes, depreciation and amortization (EBITDA) is. Advanta IRA does not offer investment, tax, or legal advice nor do we endorse any products, investments, or companies that offer such advice and/or investments. This includes any investments promoted or discussed during the podcast as neither Advanta IRA nor its employees, have reviewed or vetted any investments, persons, or companies that may discuss their services during this podcast. All parties are strongly encouraged to perform their own due diligence and consult with the appropriate professional(s) before entering into any type of investment.

In this episode, Jeannette talks to James Cole who is a travel industry veteran and the founder and owner of Panache Cruises. They discuss how he was able to establish a successful cruise business just as the pandemic started and still grow it despite the fact there were no cruises for his team to sell.  How he and his team used the pandemic to lay the foundations of the success they are experiencing today.   KEY TAKEAWAYS Niching down in an industry that James knows well has helped his businesses to thrive. Genuinely, being there for your customers builds strong relationships with them and creates loyalty. Panache Cruises are bringing back old-fashioned one-on-one, in-person, customer service. Being there to answer questions and share information during the pandemic meant people came back to them when it was possible to book cruises. Planning long-term is healthy for a business. Looking after yourself physically and mentally is key to success. You must believe in yourself, keep going and have good people around you. Appreciate and celebrate success including the smaller ones, for example, when a new recruit secures their first booking.   BEST MOMENTS ‘It started as a spreadsheet that looked at what the cash flow would be like. ´ ‘Our strapline is that nothing is too much trouble, and we genuinely live by that philosophy.' ‘There's a cruise out there for everyone.'   This is the perfect time to get focused on what YOU want to really achieve in your business, career, and life. It's never too late to be BRAVE and BOLD and unlock your inner BRILLIANCE. If you'd like to join Jeannette's FREE Business Impact Seminar just DM Jeannette at info@jeannettelinfootassociates.com or sign up via Jeannette's linktree https://linktr.ee/JLinfoot    VALUABLE RESOURCES Brave, Bold, Brilliant podcast series - https://podcasts.apple.com/gb/podcast/brave-bold-brilliant-podcast/id1524278970   ABOUT THE GUEST JAMES COLE Founder & Managing Director, Panache Cruises James Cole is one of the UK's best-known and respected cruise retailers and began his career in cruise more than 23 years ago when he worked as Product & Commercial Manager with Airtours Sun Cruises. In his early career he helped set up The Cruise Store for MyTravel, a dedicated cruise retailer, which grew to £120m in sales in 3 years and, following the coming together of MyTravel and Thomas Cook in 2007, he then merged their two cruise businesses into a £300m entity which at the time was the UK's largest cruise retailer.  Since then James has been the driving force behind many of the UK's largest cruise brands, including Cruise118, Six Star Cruises and River Voyages.  During his highly entrepreneurial career, he has retailed over £1bn of cruise holidays. James launched Panache Cruises in July 2020 at the peak of the Covid-19 pandemic, using the period of lockdown to develop his business plans and establish the business. Initially employing a team of 15 in the North West, the business promises to offer an unrivalled level of personal service to those wishing to cruise in luxury, offering customers a 24/7 ‘nothing is too much trouble service.' The company's inventory of cruises offers over 7,000 itineraries, visiting over 1,000 ports of call with 20 of the world's leading luxury cruise lines that specialise in Elite Ocean, River, Expedition, and Yacht-style cruising, including Regent Seven Seas, Oceania, Silversea, Seabourn, Crystal, Azamara, Celebrity, Scenic, Emerald, Uniworld, Hurtigruten, Aurora Expeditions, Riviera,  Avalon and SeaDream Yacht Club.    Since its launch Panache has reached over 1.25m luxury cruisers and built a database of over 30,000 contacts and growing.  The business has also delivered a highly impressive performance during this time, generating £10 million in sales – against a backdrop of a global pandemic. The company posted a turnover of £5m in its first full year of operation and is already making a monthly EBITDA profit. It is currently on target to make an overall profit in its second full year of trading. Panache Cruises is seeking to employ a team of 100, be the largest seller of luxury and ultra-luxury cruises in the UK and achieve a turnover of £60m+ and EBITDA of £3m+ by 2027. James was born and continues to live in Bolton and was a former pupil of Parklands High School in Chorley and Runshaw College in Leyland. He later became an MBA graduate and Honorary Fellow of the University of Central Lancashire.  In 2011 he was named the Travel Industry Hall of Fame's Young Entrepreneur of the Year, and in August 2021 he was announced as the winner of the John Hays Entrepreneur of the Year Award 2021 at the Travel Industry Awards 2021 by TTG. James is married to Heather and has three children.   ABOUT THE HOST Jeannette Linfoot is a highly regarded senior executive, property investor, board advisor, and business mentor with over 25 years of global professional business experience across the travel, leisure, hospitality, and property sectors. Having bought, ran, and sold businesses all over the world, Jeannette now has a portfolio of her own businesses and also advises and mentors other business leaders to drive forward their strategies as well as their own personal development. Jeannette is a down-to-earth leader, a passionate champion for diversity & inclusion, and a huge advocate of nurturing talent so every person can unleash their full potential and live their dreams.    CONTACT THE HOST Jeannette's linktree - https://linktr.ee/JLinfoot https://www.jeannettelinfootassociates.com/ YOUTUBE - https://www.youtube.com/channel/UCtsU57ZGoPhm55_X0qF16_Q LinkedIn - https://uk.linkedin.com/in/jeannettelinfoot Facebook - https://uk.linkedin.com/in/jeannettelinfoot Instagram - https://www.instagram.com/jeannette.linfoot/ Email - info@jeannettelinfootassociates.com   Podcast Description Jeannette Linfoot talks to incredible people about their experiences of being Brave, Bold & Brilliant, which have allowed them to unleash their full potential in business, their careers, and life in general. From the boardroom tables of ‘big' international businesses to the dining room tables of entrepreneurial start-ups, how to overcome challenges, embrace opportunities and take risks, whilst staying ‘true' to yourself is the order of the day.business, growth, scale, marketing, investment, investing, entrepreneurship, coach, consultant, mindset, six figures, seven figures, travel, industry, ROI, B2B, inspirational: https://linktr.ee/JLinfootSee omnystudio.com/listener for privacy information.

Australia's largest telecommunications provider Telstra (TLS), posted a decline in revenue, EBITDA and net profit over the 12 months to 30 June 2022. It raised its dividend for the first time in seven years. Commonwealth Securities Limited ABN 60 067 254 399 AFLS 238814 (CommSec) is a wholly but non-guaranteed subsidiary of Commonwealth Bank of Australia ABN 48 12 12 124 AFSL: 234945 (the Bank) and a Market Participant of the ASX Limited and Cboe Australia Pty Limited, a Clearing Participant of ASX Clear Pty Limited and a Settlement Participant of ASX Settlement Pty Limited. Any advice contained in this broadcast is general advice only. As the information in this broadcast has not been prepared with reference to your objectives, financial or taxation situation or needs, you should, before acting on it, consider its appropriateness to your circumstances and seek appropriate professional advice. CommSec, the Bank, and their related entities do not accept any liability arising out of or in relation to reliance on the information in this broadcast. We believe that the information in this broadcast is correct as at the time of its compilation, but no warranty is made as to its accuracy, reliability or completeness. This report is under copyright to CommSec and the Bank and may not be used without their prior consent.  

The G2 on 5G Podcast – Episode 112 – August 12th, 2022In this episode of The G2 on 5G, Anshel and Will Cover:1. Are the rumors of Amazon building 5G robots true?2. CHIPS and Science Act Signed - What does it mean for 5G and 6G?3. Indian operator Bharti Airtel sees big things for 5G SA private networking services but will mobile network operators be the only path?4. FCC shockingly denies RDOF funding for Starlink and LTD Broadband to the tune of $2 billion5. Paris La Defense sets 5G neutral host and mmWave trials - what are the use cases that will be proven out?6. Softbank $23 billion quarterly loss, while Arm posts record revenue and profits with net sales increasing 25% and EBITDA up almost 240%

Did I call it or what? I'm talking about SoFi (SOFI), which popped in response to second-quarter earnings, which were fantastic. SoFi's stock soared as investors digested the report. But then – a hiccup. SoftBank moved to sell part of its stake in the company, and SOFI shares took a dip. What comes next?Well, in the current economic environment, fintech companies were expected to report slowing growth and not-so-great earnings. And yet SoFi released superb numbers. Across the board, the key theme there was reaccelerating growth. Management also lifted its full-year revenue and EBITDA guidance. SoFi is firing on all cylinders. Remember, Amazon got to where it is by being a one-stop shop for all-things ecommerce. SoFi is following Jeff Bezos & Co.'s blueprint in the fintech space. We've been bullish on the stock for a long time now, and we'll continue to be for a lot longer. At the end of the day, SOFI is a long-term growth asset. Compared to legacy financial giants, SoFi proves to be a lower cost financial platform across the board. Instead of having five or six platforms for your banking purposes, you only need SoFi – which provides higher yields on savings accounts, better fees on crypto buying, better mortgage rates, better personal loan rates, and so much more. What more do you want out of your bank? The advantages that allow SoFi to act as the Amazon of Finance are built into its DNA, meaning it's not easy for a Wells Fargo or Bank of America to replicate. This is more pronounced as SoFi attracts more talented developers to its workforce, allowing it to create a more polished finished product than possible at legacy banks. That said, it's important to note that we're not bullish on where the company will be six months from now ¬– we're focused on its five-, 10-year outlook. So long as the company continues to power forward, our conviction remains strong. In truth, the move from SoftBank is non-news. We're going to stay the course if the fundamentals remain robust, and that's the case today. I think this stock could go to $100, $150, even $200 over the coming years, and I'm in it for the long haul.

More lessons from the Mastermind sessions:  DSN Co-Founder and DSI Blackbelt Coach, Dr. Addison Killeen, demystifies EBITDA as the valuation measure used by DSOs, venture capital firms and private equity groups in deriving a possible sale price for a practice.  Spoiler alert: Gross revenues do not count.  EBITDA is the one basis for valuation calculation.  Tune in for Mastermind insider tips on how to increase your EBITDA multiples without having to add more locations to your practice. EPISODE RESOURCES https://www.truedentalsuccess.com Dental Success Network Subscribe to The Dentalpreneur Podcast Visit the Dentalpreneur Podcast website Write a Review on iTunes

https://www.linkedin.com/in/cooknatalie/ (Natalie Cook) of https://www.copper8strategies.com/ (Cooper8 Strategies) clears up the confusion on the difference between accounting and finance. Finance is really about strategy, deep thinking, and forward-thinking. Accounting is a numerical recording of your results and is backward looking. Instead of only reviewing financials sent by your accountant every month (which you should do), Natalie recommends taking out a notebook and pen every month and thinking through your revenue, expenses, and significant decisions for your business for the next three months. She advises asking questions like, Are you at max capacity? How many potential clients do I have in my pipeline? Are any of my clients at risk? What expenses can I cut or change? Review your financial history to see if you're reaching your goals (KPIs) and then take a step back to see if there's anything that needs to be adjusted. Natalie states that a CFO should drive cash flow and reduce costs increasing EBITDA 1-2% at a minimum and for some 5-10%. She provides a 5 step process for using finance to help you run your business. Listen to the end for her gift to our listeners.    Show highlights 03:04   Accounting, bookkeeping, and finance are very different functions.  12:03   Introduce the finance function in the early stage of your business. 15:27   The importance of finance when taking in outside money (debt and/or equity). 20:32   Business benefits from having a finance function in your business. 22:51   5 steps to take to incorporate a finance function into your business. 27:56   Learn about Natalie.  Email Natalie at natalie@copper8strategies.com. https://www.linkedin.com/in/kingley/ (Connect with Jay) Email Jay at jay.kingley@centricityb2b.com https://centricity.ewebinar.com/webinar/corporate-to-consultant-getting-the-right-clients-right-now-4421 (Sign up) for a free one hour workshop called Fast Track Your Way To A Thriving Consulting Practice. The workshop will show you how to replace the income you left behind in your last corporate job and then 5X it, get fully booked with clients at premium prices, and to have prospects chasing you so you can pick the clients and projects you want to work on while maintaining your revenues.

Accounting High (aka Sons of CPAs Podcast) Season 3 Episode 4 | Recorded February 22, 2022 Guest: Chris Williams, CEO of System Six Hosts: Nikole Mackenzie, CPA & Scott Scarano, EA Sponsor: Karbon - visit karbonhq.com to learn more Today, Scott and Niks are joined by Chris Williams, Owner/CEO of System Six, a 100%-remote outsourced accounting services firm. Before System Six, Chris served as an advisor to and investor in medium-large sized businesses. He's worked for several fast growing companies, and holds a business degree from Stanford. 2 - Chris = Cool (surprise engagements, running the media circuit, hitting the links ...) Shout out to DWYT, Kenji Kuramoto 7 - How Chris's finance background led to acquiring System Six Shoutout to Jeremy Allen 11 - Numbers talk – revenue, and cashflow, and EBITDA, oh my! 15 - Why cloud accounting is so hot right now 17 - The System Six biz model 18 - Opportunity in operations issues 22 - Why it's okay to lose clients 24 - Chris is living his best life and he's wearing 10 different hats! 26 - Learning curves inside System Six 29 - Talking profit share, work/life balance, and staff shuffling 32 - Cash v. Accrual v. Tax – the pain-point discussion Shoutout to Tallyfor, Peter Wen and Michael Ly 37 - Should you switch to Karbon? Shoutout to Karbon 41 - All about cybersecurity – email, system backups, passwords, insurance, etc. Shout out to AWS, QBO, Azure 47 - Client conversions – should you, or shouldn't you? Shoutout to Xero, Gusto, and Google 49 - Tech Tool Talk 51 - Grading clients – the red flags 53 - Chris's parting words of wisdom Don't forget to subscribe and leave us a review! Connect with Chris: LinkedIn: https://www.linkedin.com/in/chris-williams-68057029/ System Six: https://systemsix.com/ --- Send in a voice message: https://anchor.fm/sonsofcpas/message

We are continuing our series of successful entrepreneurial medical practice owners.  Meet Dr. Carol Clinton, ER physician, who founded Timeless Skin Solutions, an aesthetic practice, after 15 years of practicing medicine in a complex, high-pressure environment. After a few years it became extremely successful, becoming one of the true pioneers in the industry. And then at 42, she was diagnosed with ovarian cancer.   But she refused to let this disease affect her from achieving her dream, growing and successfully selling her practice for 5X EBITDA in 2020.  The co-author of the Amazon Best Seller, Med Spa Confidential, and podcaster of I've Got Skin in the Game, experience her inspiring journey from busy physician entrepreneur to cancer survivor.   Med Spa Confidential: Lessons Learned from Starting, Growing, and Selling 100+ MedSpas https://www.amazon.com/Medspa-Confidential-Dr-Carol-Clinton/dp/B09ZJ281TR   Dr. Carol Clinton's website: http://carolclintonmd.com   ===== PhysicianCoaches.com The #1 Doctor Directory for Physician Coaches, Consultants, and Mentors https://www.PhysicianCoaches.com ————— This Amazon Best Seller is Now on Audible!  The Positioned Physician:  Earn More, Work Smart, and Love Medicine Again, 2nd Edition: Updated with over 50 pages of new content including  new chapters on goal setting, mindset, and sales strategies for a successful online business! https://www.amazon.com/Positioned-Physician-Updated-Smart-Medicine/dp/B08QFBMWCY FREE Masterclass: How to Become a High Paid, In Demand Physician Coach or Consultant  https://www.positionedphysician.com/f/highly-paid-masterclass AFFILIATE SPONSOR: Invest in Passive Income with Crypto through Yield Nodes https://BootstrapMD.com/go/yieldnodes 

Guest InterviewsJohn Spurlock - Thread.land  Matt Maderios - CastosShow NotesAcast has released the company's Q2/22 financial report.The Swedish company now hosts 66,000 podcasts (a record growth last quarter); the number of listens in the quarter increased 41% year-on-year. The company lost $11m in the quarter, though now expects to make EBITDA profit in 2024, earlier than previously expected. “The heavy investment phase is now over, " says CEO Ross Adams, noting that the advertising market has been cooling globally.Bloomberg's Ashley Carman's newsletter launches next month. Ashley wrote about the world of paid podcast appearances, or what some consider podcast payola. Guests are paying hosts up to $50K for an interview, and the disclosures around that exchange aren't always clear or even existent.Skye Pillsbury (Frmr contributor, Hot Pod) has launched her newsletter called The SqueezeWant to support podcast:socialInteract with ActivityPub in your feed. Find your podcast on thread.land then DM @johnspurlock the unique prefix url .Congratulation to Josh Chen from JustCast for also adding Alby integration and enabling autofill in Value4Value tag to enable the Alby wallet. Online studio Cleanfeed has won an Emmy Award for Engineering, Science & Technology.The BBC claims a new record number of weekly users for its audio app, BBC Sounds.All future @SoundsProfNews podcasts will be built with @spoolermedia.Publisher and broadcaster Audacy has bought podcast app Moonbeam.Edison Research will unveil The Latino Podcast Listener Report 2022

I've known angel investor, advisor and entrepreneur Larry Augustin since his days as CEO of SugarCRM, and have had him as part of this series a couple times (2011 and 2016). SugarCRM grew from $10M in annual revenue and a $15M loss to $100M in revenue and $7.5M in EBITDA. Accel-KKR acquired SugarCRM in August 2018. And after nearly a decade as Sugar's CEO, Larry spent a couple of years at Amazon Web Services (AWS) as vice president responsible for their applications services businesses – including their contact center offerings. Currently Larry is focusing on angel investing and advising a number tech startups. And with his varied experiences and background, my CRM Playaz co-host Paul Greenberg and I were excited to catch up with Larry for a long overdue LinkedIn Live conversation.

Ryan Niddel is a CEO, Board Member and Entrepreneur. He is also the leading authority on improving revenue of companies by improving EBITDA through increased operational efficiency, lean manufacturing principles and more. He has helped with the acquisition or exit of more than 11 companies while seeing their collective revenue surpass more than $237M. Niddel has successfully tripled the revenue of more than 5 companies in under 2 1/2 years adding an extra $950M in valuation to these companies.   If you enjoyed this episode, please consider to rate, review, and subscribe on Apple Podcasts/iTunes. It takes less than 60 seconds and it really makes a difference. Rate, review, and subscribe at HardyHaberland.com/iTunes.

In this episode, we welcome Angad Guglani, Founder and Principal at Cooper Square Acquisitions. He built his portfolio by utilizing the BRRRR method and was making 6 figures before he even hit 20 years old. Today, he reveals his strategies for success, how he's taking on bigger value-add deals with an in-house construction team, and why it's his goal to buy small businesses. He also digs deep into the impact of inflation on real estate and the opportunities in the horizon for the industry.   [00:01 - 03:23] An Early Start in Real Estate   Angad on buying his first house at 16 Succeeding with the BRRRR method   [03:24 - 15:14] Building A Vertically Integrated Company Why he's acquiring boutique multifamily buildings They require less rehabs than single-family homes Forming a construction team in-house  Handling historic rehabs with a 23-people team The challenge now is finding labor Angad's goal for his company: organic growth Is the BRRRR method dying? His perspective on the current market Rents may keep pace or exceed inflation The tenants are still the most important thing   [15:15 - 18:10] Investing in Businesses What are businesses worth investing in according to Angad Real estate vs. business investment   [18:11 - 19:21] Closing Segment Reach out to Angad!  Links Below Final Words Tweetable Quotes   “If inflation keeps ripping the way it is, the rents… hopefully they keep pace with inflation.  In the past have exceeded inflation, right?” - Angad Guglani   “I like to review all the applications myself before approving them… A great tenant can make a terrible property an amazing deal.” - Angad Guglani   “That's a beautiful thing about real estate is, at the end of the day,  people need a place to live.” - Angad Guglani   -----------------------------------------------------------------------------   Connect with Angad! Visit the Cooper Square Acquisitions website or email him at ag@cooperacq.com.     Connect with me:   I love helping others place money outside of traditional investments that both diversify a strategy and provide solid predictable returns.     Facebook   LinkedIn   Like, subscribe, and leave us a review on Apple Podcasts, Spotify, Google Podcasts, or whatever platform you listen on.  Thank you for tuning in!   Email me → sam@brickeninvestmentgroup.com Want to read the full show notes of the episode? Check it out below:   [00:00:00] Angad Guglani: When you're buying a piece of real estate, you're underwriting it, your competition, everyone's underwriting the deal. Everyone knows kind of where this deal's going to go. You're going to spend this much on the rehab. Your rent's going to be this much per foot or this much per year, this much per month, whatever it is, you figure out what your NOI is going to be. You figure out what your, the term loan is going to be at. And you know, you basically know, day one, what it's going to be now, granted you have to execute and you have to find the deal and the numbers could change depending on the market, but you kind of know that going forward. Versus if you buy a business, you can get in there and really say, oh wow. I had no idea we could take this company, in this vertical that we weren't even playing in.  [00:00:46] Sam Wilson: Angad Guglani started in 2016 with one single-family house. Now he runs a vertically integrated real estate investment company owning and managing 150 residential units without raising outside equity. Angad, welcome to the show.  [00:01:00] Angad Guglani: Hi, thanks for having me, Sam.  [00:01:01] Sam Wilson: Hey, man. The pleasure's mine. There are three questions I ask every guest who comes from the show: in 90 seconds or less, can you tell me, where did you start? Where are you now? And how did you get there?  [00:01:09] Angad Guglani: Sure, let's do it. So I started in, well, I grew up in Pittsburgh, but really started my real estate career in New York City, on the brokerage side, mostly residential rentals. Then I started investing in Camden, New Jersey and I've kind of expanded out to the general South Jersey, Greater Philadelphia Metro area, like the suburbs, and I live in Philadelphia now. [00:01:28] Sam Wilson: Gotcha.  [00:01:29] Angad Guglani: How did I get there? I guess a lot of, lot of BRRRR deals.  [00:01:32] Sam Wilson: Yeah. Talk to us about that. I mean, that's kind of what you said there, you know, in your intro was that, you know, you started in 2016 doing a lot of BRRRR deals. What was that process like? Can you tell us how did you do it so that somebody else who listened to this show may think about this as a potential strategy? [00:01:47] Angad Guglani: Yeah. The first thing I did is I started out in brokerage and I think it's a great way to start. I started, I got my real estate license. I was like 18 or 19 years old. And I was going to undergrad in New York at NYU. And I realized a lot of students were moving and they needed apartment. So they were paying rental, brokerage commissions. And I was like, wow, that's pretty cool. They're paying 3, 4, 5, 6, $7,000 in commissions. Each time they would move. And I'm like, wow, I could do that. So I got my license. I started doing that and started a company around that basically. And that was kind of my first foray into real estate. I mean, I learned a lot through that. But the number one thing that gave me was kind of the capital to start doing deals, really, and the capital to support myself. So my first, my first,, really year into it, I was already clearing mid six-figure like, you know, over 130, 140,000 bucks. And I was like 19 years old. [00:02:37] Angad Guglani: So I was like, wow, this is great. And that was kind of my jump into real estate. So I basically did that for all throughout college and for a few years after, and that money that I'd been saving up is what I used to start buying real estate. So I bought my first house at 16. I actually had two friends that I had partnered with at the time, just 'cause, you know, I'd never done any buying real estate before, I said, might as well have some friends help me. And so we did the first house together. I ended up buying them out, you know, at the end of that, And then 2017, I bought five single-family homes. These are all rehab, significant rehab, then rental, and then, you know, refi type deals. And at the end of 2017, I believe was when I first, you know, was able to, to refi, refinance all the equity out, plus some, and then I got all that cash back and was able to then just kind of snowball the, the equity from there. [00:03:23] Sam Wilson: Gotcha. And that's really the way that you've built your portfolio is just continuing that BRRRR method. What are you buying right now? Have you moved into any bigger assets or is it all single-family?  [00:03:35] Angad Guglani: No. So yeah, I haven't done any big communities the way a lot of people do. They do like, you know, the big apartment communities, but what I really like buying now, what we really like focusing on is I call them boutique multifamily buildings, like anywhere between like 3 and 15 or 20 units. I think those are really cool because. They sell for significantly higher cap rates than, like, a big multifamily building. And you can go in there, a lot of times they're owned by mom and pops and there's two types of mom and pop investors, right? One is just basically, like, just this family business. And maybe they're not as sharp to the current market conditions as, you know, someone like yourself or myself in the industry. [00:04:17] Angad Guglani: And then there's kind of like the slum lord variant. So we like to buy from the prior, someone that's, you know, kept up with the property, taking good care of it, but now it's just kind of wants to retire. They're in over their head, 'cause you know, all these, a lot of landlord-tenant issues arose during COVID that drove people crazy. So if you're a small mom and pop, it's tough for you to navigate those. So we like to buy from those types of people and then we, you know, fix the units up, getting the current market and operate them pretty well. I think that strategy's a lot more scalable in single-family. Not because I think single family's unbelievable business because you, your loan tendency is great. The amount of equity can create because you'll get really good pricing on them, that's awesome. The fact that you could sell it to a homeowner or hold it, whatever. It's cool to have all that multiple exit strategies. The issue that we run into with the single-family strategy is not lack of deals, it's not lack of capital. It's construction labor, we just have 23 people in our construction team in-house, and we just cannot find enough people, even third-party contractors to help rehab these homes. So, you know, these boutique multifamily buildings, they need a lot less work per unit than buying a whole house, right? So that's kind of what we've moved the strategy into. [00:05:27] Sam Wilson: Do you feel like those particular sizes of units are what is just available in your area? Like, is that just common... [00:05:36] Angad Guglani: Correct. Yeah. So there, I mean, I wish there were like 10, 15, 20, 30 unit buildings. Just not many of those in South Jersey, it's an old, an old area, right? So a lot of those types of, like, 30, 40 unit buildings, I think those were built in the fifties and sixties. And there wasn't that much building over here then. And it was mostly single-family stuff that was built around that timeframe. So we have these small, like, under 10 unit buildings all over the place. And there were generally just big houses that were like mansions that were chopped up over the years. So we have that type of product and we do have some purpose-built multifamily, and then we have some big communities and stuff too. But those, those I stay away from just because they're trading at like, you know, 4, 5, 6 cap rate stuff and those are, you know, not the stuff we buy.  [00:06:19] Sam Wilson: Right, right. That makes a lot of sense. Yeah. I mean, 'cause the, what you're describing there that, what did you say 8 to 20 unit that's, I would think that's a very specific asset type, you know, for your location. Tell me about this. You said you have 23 people on your construction team right now, correct? [00:06:36] Angad Guglani: Correct. And then the number fluctuates. We hire people. There's some attrition but, yeah, so we have a head of construction and to him report our whole construction team, which they're all W2, we pay for their worker's comp and do everything the right way. And, they're experienced or mostly experienced people. We have teams like, you know, teams that help, you know, do the sheetrock, teams that do the framing, teams that, you know, in conjunction with the licensed electrician, will do some of the basic electric work, teams that'll help do the plumbing work in conjunction with the licensed plumber. You know, that's, we have basically specializations within the team, within the company of, of people that do everything. [00:07:09] Sam Wilson: And that's, that's your own in house construction crew.  [00:07:12] Angad Guglani: Correct. Yeah. In-house construction.  [00:07:14] Sam Wilson: Are you guys doing, I mean, 23 people, you, at this point, you said you have 160 units. I wouldn't think that's enough units to support a 23-person construction team. Are you doing outside work for other people as well? [00:07:26] Angad Guglani: So you're right on the fact that the 160 units is not enough to support staff outside, but the reason we have that many people and we could hire, if you could, if you told me had 20 more people tomorrow, I would hire them tomorrow is because we're rehabbing so many units. We buy distressed, fix up, and then, you know, rent out long term. So right now in our pipeline, I can tell you how many we have, just homes that are, or homes and units that are just sitting, waiting to be worked on. We have seven that are construction-ready, seven that are permit backlogged, and seven that are waiting to put in the permit. So about 21 units that are, that are waiting. So then that makes sense why we have as many people as we have and how we could afford to double and triple our size if we could get the people.  [00:08:09] Sam Wilson: Yeah, shoot, man. Absolutely. Absolutely. So, so an eighth of your portfolio is in construction phase right now. [00:08:17] Angad Guglani: Correct. And frankly, that's, that's actually good. I mean, there have been times 30, 35 units out of a hundred that are getting rehab. 'Cause these rehabs are big deals, man. They take two months plus.  [00:08:30] Sam Wilson: Oh, wow.  [00:08:30] Angad Guglani: And they're no joke. They're no joke. Most of the products we buy, everything's average age is built in the early 1900. Some are even in the late 1800. So we're talking full gut rehab, like full-on gut. We're taking the house down to the studs, you know, looking at the framing, making sure it's okay. Putting in new plumbing, putting in new electrical, whole nine.  [00:08:48] Sam Wilson: That makes a lot more sense. I'm sitting here, you know, thinking. Okay. You know, 21 units, like that shouldn't take that long, but this is a whole different, a whole different ballgame on the construction side that you're describing. You know, when you're doing historic rehabs like that, I mean, we always sat on a historic project. It's like, Hey, whatever, whatever your budget is just double it. And you might be close if you're lucky.  [00:09:12] Angad Guglani: Yeah. Tell me about it, man. It's no joke. And, you know, thankfully we haven't really, I know a lot of bigger developers have issues with, you know, I guess the materials that they're buying in bulk and stuff. Haven't really run into many materials issues. It's just been finding labor.  [00:09:26] Sam Wilson: Right.  [00:09:27] Angad Guglani: And I wish we had, you know, a ton of subcontractors we could turn to, we just haven't been able to find many that are, you know, most of the subcontractors nowadays want to, want to do residential work, like, you know, homeowner work 'cause it pays better.  [00:09:40] Sam Wilson: Right, right. Yeah, absolutely. When you think about your company and you want to fast forward four or five years, where do you want to take it?  [00:09:47] Angad Guglani: So personally, what I really want to do with my, you know, business career is I want to set this business up in a way where I can kind of leave the reigns the next, next year or so. And this business will be like a regionally focused real estate investment company. 'Cause I really feel, I feel like you have to be focused on one region, and the way we're vertically integrated, it kind of makes sense where we do all our management, all the construction, all the maintenance, everything in-house, under one roof and one office. [00:10:14] Angad Guglani: So I want to kind of create this business, so it runs like a machine here. And it grows organically, you know, whatever the available deals in the market are that meet our criteria, we buy them. We're not trying to set the world on fire and triple our size in one year. At one point I was trying to do that because the deals were so good in the market. Now it's kind of like a needle in the haystack strategy where you have to look at, you know, a fair bit of stop to find the good deals. And, you know, if we could put on 30, 40, 50 units a year BRRRR method, I would be thrilled and, and, and just want to pass the reins off to the team and let them kind of take over. And personally myself, my goal is to buy businesses rather than real estate. would love to buy small businesses and turn them around versus just being a real estate.  [00:11:00] Sam Wilson: I want to hear more about that. 'Cause I think there's the, I'm with you on that, in that there is great value in buying businesses. Someone else that I interviewed earlier today, and I don't remember who it was. So I can't even tell you what episode will be on when this goes out. But they said this is their conclusion, is that BRRRR is dead. They said that, you know, not being able to predict where interest rates are going, not being able to predict the cost of financing, like, they said, I think BRRRR is, if it's not dead, it's dying. Do you agree with that?  [00:11:30] Angad Guglani: I would, I would disagree with that based, and I think it's a lot based on your market, right? So South Jersey really is a sleepy kind of quiet market. We never had institutional capital come here. I don't know, from this area at all, it just kind of came out, came out as a good opportunity living in New York. I figured this was a good place to go. Because, you know, north Jersey is very competitive. It's like a derivative of New York, South Jersey is kind of sleepy. So we have plenty of deals here that you could do as a BRRRR. Now, as I'm facing. And I'm sure a lot of other people in our market that I speak to are facing the shortage of labor and not being able to turn units that way, but it's not like we can't predict interest rates. [00:12:12] Angad Guglani: I was on a call with a banker this morning that we've worked with extensively last year, doing some term refinances. And he was saying, okay, you know, you're going to be seeing rates. The last deal we called 400, 4%. Unbelievable. And he's like, okay, now just underwrite for five, 5.75%, or like worst case 600. And keep in mind, our yield on cost on these things is like in the high, you know, 900 to sometimes even 1100 to 1200. So we have a nice wide spread, so I'm not too worried about that. I'm not too worried about interest rates going up in our market at least.  [00:12:51] Sam Wilson: Gotcha.  [00:12:52] Angad Guglani: And, and keep in mind, like, rents are rising quite fast. So even if you take a deal and you're paying five and a half, 6% interest rate that straight is these are five-year fixed terms, right? Where do you think your rents are going to be in five years? If inflation keeps ripping the way it is, the rents are going to go all, hopefully, they keep pace with inflation. In the past have exceeded inflation, right? If you look at the last couple of years, if they keep in pace with inflation or exceeding inflation, even if you're paying 5 or 6% interest rate, you know, your cash flow year two, year three is super generous, right? If your rents keep rising 6, 7, 8% a year.  [00:13:26] Sam Wilson: Yeah. I hear you on that. I would not challenge it, but I guess the other side of that is at some point, you know, the renter, no matter where inflation is going, the tenant just can't afford the increases. If the economy takes a dive and jobs go away and suddenly there's, you know, a glut, like, you're, we're, we're at a labor shortage right now. I think that tide unfortunately may turn. And if it turns, suddenly people don't have the income to support the rent increases. It's going to be a very interesting way that that plays out. But I do, I do understand that historically speaking, yes, rents have outpaced inflation.  [00:13:57] Angad Guglani: A hundred percent, I mean, and that, and that goes down to unit type, right? And unit mix and how you underwrite your tenants. So like, we like to see, you know, I just signed a lease yesterday in one of the units. And I like to review all the applications myself before approving them, which I know it sounds a little bit micromanaging, but, you know, I found, I almost have a phrase that we say, which is like a great tenant can make a terrible property an amazing deal. Not to say terrible properties are probably great, but the tenant is the most important thing. [00:14:24] Angad Guglani: Or you could have a great property that you spent hundreds of thousand dollars rehabbing, put a bad tenant in, and you now have a terrible investment. So anyway, it's very important the tenants you put in, but now these tenants that we're putting in, the rent is $995. It's a small, like, one-bedroom apartment. [00:14:38] Angad Guglani: The tenants are making, I think, just making minimum wage. They're making like, it's a couple, they're making $4,500, $5,000 a month. They're four times coverage, four and a half, five times coverage over the rent. So and these are minimum wage jobs. They're just over minimum wage jobs and one's at a hospital and one's at, one's at a school. So, like, these are pretty stable and that's what a lot of our tenant base they're, they're not working at these high flying jobs that, you know, that you can really fire people from. So that's why I feel personally feel comfortable with the environment going forward on the macro side.  [00:15:14] Sam Wilson: Got it. I love it. I love it. Tell me, lastly, last, last topic here, buying businesses versus real estate, what type of business are, or businesses are of interest to you? I know you said. You a year or so, you'd like to leave the reins of your company in, in, in other hands. So there's got to be something on the horizon you say, Hey, here's some businesses I think that are out there that are worth investing in.  [00:15:37] Angad Guglani: That's a good question. And frankly, I haven't really looked at many deals on the business. I looked at a handful, but I really think it's deal-specific and market-specific, right? And I think it comes down to really, like, I want to move to a different area where I would love to live somewhere warm. I love golf. It would be great to live in an area where you could play more golf and I would want to get in that area, get in the community and figure out what's for sale. And as long as the business has legs where you can figure out a way where you can grow it, I mean, most of these businesses are trading anywhere from four to seven times EBITDA on the high end, really and you can get some sort of SBA financing on the debt side. So your return on equities going to be much higher than it is in real estate, as long as you don't screw it up. Not to say that I'm going to have the expertise to run it, great, but I'm just saying, like, if you really buckle down and try to figure out how to, how to work this business. [00:16:24] Angad Guglani: I think you could really do something with it. So, I'm finishing up my MBA at the University of Pennsylvania, the Wharton school. And there are a handful of kids every year that graduate from that program that does this, which is called a search fund where they mostly go out and raise capital from institutional investors and high net worth. And they go out and buy businesses. And personally been, you know, fortunate enough for the real estate to, to have the capital to do that myself, but it's not unheard of path. And that's really what, what I find to be quite exciting. [00:16:51] Sam Wilson: Absolutely. Absolutely. Yeah. It is amazing in the business side of things, how they do trade at different multiples than what your real estate plays do.  [00:17:02] Angad Guglani: And you can grow it, right? Like when you're buying a piece of real estate, you're underwriting it, your competition everyone's underwriting the deal. Everyone knows kind of where this deal's going to go. You're going to spend this much on the rehab, your rent's going to be this much per foot or this much per year, this much per month, whatever it is, you figure out what your NOI is going to be. You figure out what your term loan is going to be at. And you know, you basically know day one, what it's going to be now, granted you have to execute and you have to find the deal and the numbers could change depending on the market, but you kind of know that going forward. Versus if you buy a business, you can get in there and really say, oh wow. I had no idea we could take this company. And this vertical that we weren't even playing in. Or maybe the previous owner didn't have much of a sales staff. We could put in a sales staff. And instead of, you know, day one, knowing what your income could be. Once you get in and operate this thing, you could see, you could really turn the income of that business a lot more than you could turn the income of a real estate property. [00:17:53] Angad Guglani: That being said, it's overly simplified. It could be really tough too. I mean, that's a beautiful thing about real estate is, you know, at the end of the day, like people need a place to live. There's always going to be some sort of demand than you could be at a company that has no demand, like your product go obsolete. So there is risk as well.  [00:18:10] Sam Wilson: Certainly. I love it. I love. Angad, thank you for taking the time to come on today and share with us your story of how you've built a real estate firm, you know, without outside equity, how you've done it via the BRRRR method, what you guys are looking at right now, and just what you see opportunity on the horizon for you personally, but also just in your real estate investments as well. Certainly feel like I've learned a lot from you today. So thank you for taking the time to come on. If our listeners want to get in touch with you or learn more about you, what is the best way to do that?  [00:18:38] Angad Guglani: Sure, they could just go on our website. We actually just redesigned it. cooperacq.com. C O O P E R A C Q, our company's Cooper Square Acquisitions. You could email me at ag@cooperacq.com and, yeah, look forward to connecting.  [00:18:52] Sam Wilson: Awesome. Thank you again for your time. Certainly appreciate it.  [00:18:54] Angad Guglani: Thanks Sam. Have a good one. 

This is Matt Reustle and today we are breaking down DuPont. We admire leaders that are in the trenches with their team members; never above any task and willing to share in risks. But, wow, did the Dupont family set a standard in that category. Whether it was Pierre Samuel Du Pont's 1818 death fighting a fire at their powder mill, Alexis Du Pont's 1857 death in an explosion at a powder yard, or Lammot Du Pont's famous 1884 death in an explosion while experimenting with nitroglycerines. The Du Pont family pushed the limits.   In the 1900s the company evolved away from their roots in gunpowder and dynamite and it's hard to find an industry they haven't touched since then. To break down DuPont, we are joined by Seth Goldstein from Morningstar. Seth covers what separates commodity chemicals from specialty chemicals, we get some quick chemistry lessons on what's happening to create these well-known products like Nylon and Tyvek, and why after all of the years as a behemoth in the industry, DuPont has "unbundled" into several independent companies. Please enjoy our Breakdown of DuPont.    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 Tegus. Tegus is the new digital hub for market intelligence. The Tegus platform empowers Investors and Corporate Development teams to invest smarter by pairing best-in-class technology with the highest quality user-generated content and data. Find out why a majority of the top firms are using Tegus on a daily basis. If you're ready to go deeper on any company and you appreciate the value of primary research, head to tegus.co/breakdowns for a free trial.   -----   This episode is brought to you by Scribe. Scribe is the trusted transcription provider for the business and investing community. Scribe is designed to accurately transcribe messy, real-world audio and is unique in that it's optimized for the complexities of enterprise audio, such as company and product names, currencies, accents and numbers. Visit kensho.com/breakdowns to learn more and unlock your free trial.   —--   Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes.   Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here.   Follow us on Twitter: @JoinColossus | @patrick_oshag | @jspujji | @zbfuss | @ReustleMatt   Show Notes [00:03:38] - [First question] - Key products that define Dupont's history and where their products show up in our everyday lives [00:06:23] - The science that goes into developing their products and what being a speciality chemicals business looks like [00:08:22] - Where they're sourcing commodity chemicals from  [00:10:30] - The thought process that went into their merger with Dow in December 2015 [00:13:21] - Commodity chemicals versus speciality chemicals [00:16:01] - The importance of patents and early products that first had them [00:17:38] - How much effort is put into research and development today [00:19:47] - Their economic model and profile and current businesses [00:23:56] - How their EBITDA margins today compare to the business historically [00:25:27] - Overview and duration of their merger supply agreements [00:26:23] - The seasonality and customer base for a business like this [00:27:52] - Producing on a per-order basis or on market speculation [00:30:04] - How many of their chemicals are produced in their own manufacturing facilities [00:31:00] - Stability and internal investment of their cash flow cycle [00:32:28] - History of the Dupont family and key leadership changes [00:34:24] - Thoughts on the bull case for Dupont that will put them back on the pedestal  [00:36:28] - The percentage of the market they represent today and their current competitors [00:37:56] - Metrics used when valuing commodity and speciality chemical businesses [00:40:03] - Prior regulatory fines and potential risks going forward [00:46:44] - Key lessons for operators and investors from Dupont's story

https://www.linkedin.com/in/johncarpenter/ (John Carpenter) of https://us.expensereduction.com/find-a-consultant/john-carpenter/ (Expense Reduction Analysts) observes that topline sales is a powerful growth engine for business, but controlling expense is an often neglected but highly effective way to grow.  Nothing is more efficient at increasing profit, EBITDA, and valuation than a dollar of savings on expenses.  A dollar in savings will increase EBITDA and profit by one dollar.  On the other hand, only 20 cents of a dollar in sales will make it to EBITDA and profit.  Likewise, when it comes to valuation, a dollar in savings is over five times more efficient than a dollar in sales.   John provides a 4 step process for wringing every extra dollar out of your expenses without hurting your capability to deliver your service.  Listen to the end to get the details of his gift to our listeners. Show highlights 03:38  You can't only focus on expense control when times are tough - you do it across the economic cycle.  05:52   You have to combine an effective procurement process with a continuous read of where market terms and conditions are. 07:02   Controlling expenses is the most efficient way to increase EBITDA. 09:39   Example of how a focused expense management program contributes to profitability. 11:23   What a good expense management program does for the CEO/CFO decision maker. 12:40   A 4-step implementation process for expense management. 17:57   Learn about John.  Email John at jcarpenter@expensereduction.com or call at +1.908.803.2885. https://www.linkedin.com/in/kingley/ (Connect with Jay) Email Jay at jay.kingley@centricityb2b.com https://centricity.ewebinar.com/webinar/corporate-to-consultant-getting-the-right-clients-right-now-4421 (Sign up) for a free one hour workshop called Fast Track Your Way To A Thriving Consulting Practice. The workshop will show you how to replace the income you left behind in your last corporate job and then 5X it, get fully booked with clients at premium prices, and to have prospects chasing you so you can pick the clients and projects you want to work on while maintaining your revenues.

Ep. #2 [THEME THREE] If you focus on growing the intrinsic financial value of your company (the value based on the risk of the cash flow), you can engineer the future valuation you want as long as you have enough time and capital–all while focusing on the right strategies that de-risk the company’s cash flow (therefore increasing the multiple) while increasing your normalized EBITDA. A lot of business owners don’t understand how intrinsic financial value works, but we haven’t done a deep dive on it yet. Until now. Dave Diehl is back on the show. He is the CEO of Prairie Capital, a nationwide investment banking firm that specializes in helping business owners transition via ESOPs, management buyouts, and third party buyers. In this interview, Dave talks about the different types of risk within a company–from the financial buyer's view–and how an entrepreneur can lower that risk and, therefore, increase the valuation. He is the perfect guest for this topic because Prairie does 425+ ESOP valuation updates each year and works on countless transactions that are valued and structured based on the intrinsic valuation of the company. This episode is quite literally a treasure trail to help see your company's valuation through the eyes of a financial investor and understand how to increase the equity value over the course of a couple of years. //WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast What You Will Learn How a financial buyer perceives risk in a company. Dave’s thoughts on the discounted cash flow (DCF) approach vs. the market approach to a valuation. How a financial buyer views past cash flows compared to future projections and the weight they place on each when determining the value of a company. The value of being able to tell the story of the business using the financials, answering questions, and how it all contributes to the trust a buyer has in a seller and their perception of risk. Why focusing time on management and a future successor is something every entrepreneur needs to focus on. Why the intrinsic financial value can only yield a certain valuation and how the deal structure and payoff proves that point. What the capital stack approach to a valuation is and why it matters. The market approach vs. a discounted cash flow model vs. a capital stack. Why external events (like a pandemic) can affect your purchase price (even if you have done everything right). What re-trading a deal is and how it can be dependent on the external economic climate.

Ep. #1 [THEME THREE] There are so many terms, philosophies, and methods regarding business valuations that many owners tend to ignore, or they delay addressing their company’s valuation until they want to sell, which is often too late. In the previous theme, we covered how you can measure and monitor the value of a business–by integrating it into your company’s financials–while you own it. In order to do this, we need to understand how a company is valued and the key concepts and levers that influence that value. Arkona co-founders Ryan Tansom and Pat Hobby are back to kick off the next theme: Demystifying Business Valuations. They explain the difference between intrinsic financial value and strategic transaction value and how they relate to normalized EBITDA, multiples, enterprise value, equity value, and finally how much money is going into your pocket after a sale (net proceeds). During this episode, Ryan and Pat unpack how companies are valued so you can begin to see–and run–your business like a financial asset. //WATCH THE INTERVIEW ON YOUTUBE: Intentional Growth™ Podcast What You Will Learn Why knowing the value of your company today is crucial to view–and run–your company as a financial asset. That intrinsic financial value +/- the purpose of the deal = strategic transaction value. Why the intrinsic value of a business is based on its cash flows. Why planning into the future using the intrinsic value of the company increases the options you will have when you actually want to sell. How to get a premium over the intrinsic financial value of a company. How the purpose of the deal and the buyer impact the transaction value. The difference between enterprise value, equity value, and net proceeds. How normalized (or adjusted) EBITDA works, how to calculate it, and why it matters. Why knowing the value of your company in real time helps you make decisions and in line with your long-term goals. The THREE numbers you should focus on in order to increase your net proceeds in the future when and if you decide to sell. // USE YOUR FINANCIALS TO CLARIFY A PATH TOWARDS A MORE VALUABLE BUSINESS: Intentional Growth Financial Assessment Bio: Pat Hobby started his career as an auditor at EY and over the years held various finance positions before launching his own outsourced CFO services company. As one of his clients continued to grow and needed more assistance, he joined the company full-time for more than 20 years. He helped the