Podcasts about ebitda

Aujourd'hui, je reçois Julie Chalayer, créatrice des marques Ma Lune et VentiLLo. Depuis plusieurs années, elle a fait grandir avec passion deux belles marques d'accessoires qui séduisent en B2B comme en B2C.Mais Julie est arrivée à un tournant : elle souhaite transmettre son entreprise, passer le flambeau, tout en s'assurant que ses créations continuent à vivre et à prospérer.C'est une étape délicate que beaucoup de fondateurs redoutent : comment valoriser son entreprise ? Comment trouver le bon repreneur ? Et surtout, comment présenter cette démarche sans inquiéter ses clients ni donner l'impression de se détourner de son projet ?Dans cette leçon, je partage avec Julie des conseils concrets, des pistes stratégiques et des exemples réels pour l'aider à franchir ce cap important avec confiance et clarté.Bonne écoute ✨CHAPITRAGE 00:00 – Introduction02:30 – Le parcours de Julie 04:00 – Sa problématique : comment transmettre son entreprise ?05:30 – L'importance d'activer son réseau et d'oser en parler07:40 – Construire un discours solide et rassurant pour les clients10:30 – Trouver un repreneur : clients, fournisseurs, concurrents, experts comptables14:00 – Comment valoriser une petite entreprise ? (multiples, EBITDA, exemples concrets)18:20 – Adapter la négociation selon les besoins et le profil du repreneur20:00 – Les atouts de Julie : une activité 100% digitale et sans collaborateurs22:00 – Explorer la piste des concurrents comme repreneurs23:20 – La feuille de route pour trouver le bon acheteur#Entrepreneuriat #TransmissionEntreprise #BusinessTips #PetitesEntreprises #Entrepreneurs #PodcastBusiness #Valorisation #CréerEtTransmettre #Repreneuriat #LeçonDuMercrediNotes et références de l'épisode Pour retrouver Julie ChalayerSur LinkedIn Sur son site Vous pouvez consulter notre politique de confidentialité sur https://art19.com/privacy ainsi que la notice de confidentialité de la Californie sur https://art19.com/privacy#do-not-sell-my-info.

Do you have a comment about this topic... Send us a Text Message. Click hereGhenn Weeks is a commercial strategist with 26 years of turning post-funding pressure into profitable, repeatable growth. As founder of Ghenn Weeks Consulting Group, she often serves as a fractional CMO, installing the commercial spine that ties marketing to revenue. As co-architect of The Primefluence™, developed with her partner Dina Light-McNeely, Ghenn helps investor-backed brands double EBITDA and extend customer lifetime value by unlocking the $15 trillion spending power of women 50+.Connect with GhennipherWebsite: https://theprimefluence.comGhenn's LinkedIn: https://www.linkedin.com/in/ghennipherw/Ghenn's Partner: https://www.linkedin.com/in/dinalight/The Company Page: https://www.linkedin.com/company/the-primefluence/General Info: Need help with your law firm's digital marketing? Check out these case studies of some impressive results we've achieved for law firms just like yours. Click here to review the case studies: https://diginichesolutions.com/case-studies/Or Schedule a Discovery Call: https://calendly.com/diginiche/discovery-meeting Connect With Us On Social Media:Facebook: https://www.facebook.com/diginichesolutionsInstagram: https://www.instagram.com/diginichesolutions/LinkedIn: https://linkedin.com/company/diginiche-solutionsYouTube: https://www.youtube.com/@DigiNicheSolutionsAlignable: https://www.alignable.com/bayonne-nj/diginiche-solutions Connect With Frank Directly on LinkedIn: https://www.linkedin.com/in/fdemming/

Big budgets and star power don't guarantee success. Sometimes it takes time, refinement, and the right story to win an audience.That's the journey of The Gilded Age, the HBO drama that overcame early skepticism to become a hit. In this episode, we dig into its marketing parallels with the help of our special guest Laura Goldberg, Chief Marketing Officer at Auctane.Together, we explore what B2B marketers can learn from practicing patience, locking in product-market fit, and doubling down when momentum builds to gain lasting growth.About our guest, Laura GoldbergLaura Goldberg is the Chief Marketing Officer at Auctane. She is a seasoned, operations-driven go-to-market executive with a proven track record of propelling software companies to new heights, particularly serving small and medium sized businesses (SMBs), a vital segment for Auctane. Goldberg excels in crafting data-driven marketing strategies that resonate with customer needs, and her expertise will be key in advancing Auctane's mission to deliver exceptional shipping and mailing experiences to businesses worldwide.Previously, Laura was the CMO at Constant Contact, a digital marketing platform trusted by millions of small businesses and nonprofits. She has also held marketing leadership positions at Kabbage, an American Express Company, and LegalZoom, where she played key roles in driving customer growth, revenue expansion, and EBITDA improvements, leading to successful exits for both companies.What B2B Companies Can Learn From The Gilded Age:Patience is essential. The Gilded Age wasn't an overnight success—it built momentum slowly, and Laura sees the same in B2B marketing. “You gotta have patience. You gotta see it more than once. It has to build. You may not, be a… hot [thing] out of the gate. But… it's gonna build. Nobody makes a decision… with The Gilded Age, it's, you know, a solid hour and you gotta pay attention. Like you have to make a commitment to it and it takes time.” Marketing results rarely happen instantly. Success comes from committing, nurturing, and allowing campaigns to grow into traction over time.Product-market fit is non-negotiable. The show's elaborate sets and costumes bought it some time, but what kept audiences hooked was stronger storytelling in later seasons. Laura draws a clear B2B parallel: “You may have some stumbles outta the gate… You gotta deliver the goods. The product market fit, if you will, has to be there eventually. It doesn't have to be perfect right outta the gate, but it has to get to perfect pretty quickly.” In other words: creative campaigns and strong distribution will only get you so far—if the product doesn't ultimately deliver, marketing can't save itLean in when you gain traction. Once The Gilded Age started buzzing online, the promotion amplified everywhere. Laura says the same is true for B2B: “Once you get traction, lean in. When I tell you that my socials, everything I see is talking about this show… I see Mr. Russell in his flower suit all over the internet. By the way, I think it's an interview from two years ago that I keep seeing. So recycle all that stuff. But like once you feel that traction gripping, lean in, like repeat, be on everything. Repost, retweet… you have to lean in when you're doing well and really get that momentum.” Marketers should maximize momentum, recycle strong content, and make sure their presence is unavoidable when the audience is paying attention.Quote“ Customer, customer, customer. I feel like too many times it's really easy to talk about why your product's great and what it does… but you really have to frame it in the, what are you doing for me and me being the customer. How am I making things faster, cheaper, better for your end customer with what we're doing, and making sure that you're not just yelling features and functionality at people.”Time Stamps[00:55] Meet Laura Goldberg, Chief Marketing Officer at Auctane[01:14] Why The Gilded Age?[02:57] The Role of CMO at Auctane[09:50] What is The Gilded Age?[26:28] The Craft of Period Pieces[29:19] B2B Marketing Lessons from The Gilded Age[31:43] Laura's Marketing Strategy as a CMO[37:25] Winning Across Channels[49:35] Final Thoughts and TakeawaysLinksConnect with Laura on LinkedInLearn more about AuctaneAbout Remarkable!Remarkable! is created by the team at Caspian Studios, the premier B2B Podcast-as-a-Service company. Caspian creates both nonfiction and fiction series for B2B companies. If you want a fiction series check out our new offering - The Business Thriller - Hollywood style storytelling for B2B. Learn more at CaspianStudios.com. In today's episode, you heard from Ian Faison (CEO of Caspian Studios) and Meredith Gooderham (Head of Production). Remarkable was produced this week by Jess Avellino, mixed by Scott Goodrich, and our theme song is “Solomon” by FALAK. Create something remarkable. Rise above the noise. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Thinking about buying a franchise? Erik Van Horn and Bobby Brennan break down the real journey: from the “fee stage” burn to stabilization, optimization, and finally scale or exit. We cover why “passive” is a myth, how to avoid starving your marketing, when (and when not) to use profit sharing, and what separates podium revenue from real EBITDA.   Timestamps:    00:00 Don't buy a franchise for short-term income 00:42 Intro: Franchise Secrets w/ Eric & Bobby 01:12 The “passive” myth & real losses 02:51 Transparency from operators & brokers 12:40 Phase 1: Investment/Burn (intentional negative cash flow) 22:54 Phase 2: Stabilization (6–18 months) 33:02 Phase 3: Optimization (18–36 months) 44:08 Phase 4: Scale or Exit (Years 3–7) 49:06 Owner vs employee mindset (long-term wealth) 51:54 Wrap-up + resources & links   Connect with Erik Van Horn:

The core issue involves whether the safety exception of the Federal Aviation Administration Authorization Act (F4A) shields brokers, like C.H. Robinson, from negligent hiring claims, a question that has caused conflicting decisions across federal circuits. Brokers view this as fundamental to their business model and urgently need the Supreme Court to provide clarity on where the lines are drawn for their legal protection. Turning to infrastructure, the Port of Los Angeles, the busiest U.S. import gateway, has announced plans for a massive new container terminal called the Pier 500 project. This undertaking includes two berths and 3,000 feet of wharf across 200 acres, intended to accommodate ultra-large container ships such as the MSC Irina, which can carry over 24,000 TEUs. This expansion, which is expected to take about 10 years to complete, highlights the significant time required for major port infrastructure to keep pace with the increasing size of global shipping vessels. In the financial sector, we examine Moody's affirmation of Echo Global Logistics' corporate family debt rating at B3, which is considered deep into non-investment grade territory. Despite the persistently challenging freight trucking environment, Moody's held the company's outlook at stable, anticipating that cost saving actions will help offset margin pressure tied to soft freight rates. While leverage remains high, expected to be slightly below 7X debt/EBITDA this year, Echo maintains steady earnings and adequate liquidity. A surprising tech hurdle impacting EV adoption is revealed in a new report showing that nearly one-third of charging attempts fail, leaving the actual First-Time Charge Success Rate (FTCSR) stuck at 71%, despite high charger uptime statistics. This issue stems primarily from fragmentation in the multiple software systems—including the vehicle, charger, and payment network—that must perform a perfect digital handshake to initiate a charge. Furthermore, success rates drop significantly after about three years because older charging stations often cannot be updated to support newer charging protocols.  Finally, the podcast addresses accelerating investment in e-commerce fulfillment, driven by consumers still ordering large items online. Walmart recently announced plans to build a $300 million fulfillment center in Kings Mountain, North Carolina, specifically designed to handle bulky online orders like furniture. This massive 1.2 million square-foot facility is expected to open in 2027, underscoring the ongoing need for specialized infrastructure in the supply chain. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this Phil-Ins episode of “Buy: The Way…To Purposeful Procurement,” Philip Ideson, Rich Ham, and Kelly Barner reflect on their conversations with Bayer CPO Thomas Udesen, franchise procurement leader Kristine Morton, and procurement entrepreneur Jason Busch. Despite differences in scope, scale, and sector, the through-line is unmistakable: common sense.  For example, Thomas showed how Bayer abandoned “pointless” savings metrics in favor of measures that connect directly to business outcomes, while Kristine reminded us that for franchisees, if it doesn't hit the P&L, it didn't happen. And Jason revealed how AI employees could finally make real-time validation and continuous monitoring of results possible at scale. Taken together, these stories underscore procurement's most pressing challenge: leaving behind the dysfunctional obsession with “claimed savings” and building incentive systems that reward real impact. Rich, Phil, and Kelly also step back to examine procurement's sense of alignment (or detachment?) from the wider business. Kelly shares vivid experiences from her own practitioner days, contrasting the urgency of grocery logistics with the abstraction of office supplies. Phil cautions against “procurement blinkers,” reminding us that silos plague every function, not just ours. And Rich argues that measuring against EBITDA – profits, not projections – may finally put procurement “on the pitch” with their teammates. This recap sets the stage for the next phase of the series: designing incentive structures that actually work. Because if procurement doesn't align with business value, AI vendors may sell that value straight to the C-suite. Links: Rich Ham on LinkedInLearn more at FineTuneUs.com

Ashkan returns to reveal how Southcliffe Dental transformed from near-bankruptcy to unprecedented profitability through a revolutionary therapist-led model. From losing half his body weight to facing GDC proceedings, he opens up about the personal costs of rapid expansion and the dark period when £4 million in clawbacks nearly destroyed everything. His ex-wife's intervention during his lowest moment becomes a turning point, leading to a complete business overhaul that's now attracting attention from private equity firms across the sector. Raw, unfiltered, and brutally honest about the realities of corporate dental leadership.In This Episode00:01:25 - Quality over quantity mindset shift00:02:50 - The £4 million clawback crisis00:06:00 - Revolutionary therapist business model00:17:35 - Organisational restructure and delegation00:25:30 - Leadership philosophy and high standards00:30:50 - Physical transformation journey00:46:45 - GDC proceedings and workplace allegations01:04:25 - Blackbox thinking01:17:05 - Clinical errors and patient management01:23:15 - Business decisions and banking relationships01:33:15 - Fantasy dinner party01:08:45 - Last days and legacyAbout Ashkan PitchforthAshkan is the CEO and co-founder of Southcliffe Dental Group, which operates 24 mixed NHS practices employing around 400 people. He pioneered an innovative therapist-led delivery model that has revolutionised the group's profitability, taking EBITDA from zero to 7-8 million within two years. A clinical dentist turned entrepreneur, he's known for his direct leadership style and willingness to challenge conventional dental business models.

In this episode of from the helm, Grady Wulff sits down with Bhagwan Marine Limited (ASX:BWN) Director of Finance, Andrew Wackett, to unpack the company's record FY25 results, divisional growth opportunities, and strategic plans for FY26 and beyond.Andrew shares insights into Bhagwan Marine's revenue drivers, vessel utilisation strategies, and expansion into new sectors including renewable energy and offshore wind.In this interview, Andrew covers:(0:49) an overview of Bhagwan Marine and its primary revenue streams(1:18) the key drivers behind BWN's record FY25 results(3:06) managing rising day rates and tight vessel supply to drive margin expansion(4:15) strategies to optimise vessel utilisation and maintain strong margins(6:11) long-term goals for Bhagwan Marine over the next 5–10 years(6:41) plans for expansion into new sectors like renewable energy and offshore wind(7:20) key news flow investors should watch for over the next 12 months.Note: This interview was filmed on 24 September 2025.

ON THIS EPISODE ➤ Why IT teams become “the Department of No” and how to transform that culture ➤ The Walsh KPI Framework: 5 metrics that prove IT’s EBITDA impact ➤ Using golf as a leadership assessment tool for vendors and partners ➤ The ACAIC method for overcoming objections without saying no ➤ From “users”...

In the face of rising competition from new brands, more demanding consumers and ever present cost pressures, it's not easy to run a successful brand.Thus it's not surprising that more brands are losing momentum or are stuck in slump that isn't being solved by changing creative directors, altering their DNA or adding new lines.In many cases, that's actually made things worse.To get a better understanding of what where brands are going wrong - and were a few are getting it right - I reached out to Glenn McMahon, a C-suite apparel industry executive who helps brands establish clear creative vision while driving  EBITDA growth and margin expansion.In this episode he shares where brands have gone wrong - and what leadership might do to get them back on track.  Glenn also talks about what he sees as a game-changing AI development that the industry can't afford to overlook.Visit A Seat at The Table's website at https://seat.fm

Welcome back to Beyond the Claim with host Vince Perri, your business broker and exit strategist. Today's guest is Claudio Vilas, a roofing business broker and owner of The Roofing Biz Broker. We break down exactly how to sell a roofing company for maximum value, what really drives roofing valuation and EBITDA multiples, why private equity loves fragmented blue-collar industries, and how rollups, ESOPs, and the “second bite of the apple” can change your life at exit. Inside, Claudio shares the biggest deal killers he sees in due diligence, how to prepare your books the right way three years before a sale, owner-dependency traps, what to disclose and when, and why telling your management team early can actually de-risk the deal. We also cover customer concentration, the problem with insurance-heavy revenue, and how predictable marketing and sales engines earn better multiples. If you're in roofing or insurance claims, this is a masterclass on exit planning and M&A strategy. Grab the free “Roofing Exit Readiness Checklist” mentioned in the episode and get serious about value creation starting today. Guest Bio Name: Claudio Vilas Title: Roofing Business Broker, Owner at The Roofing Biz Broker Email: claudio.vilas@theroofingbizbroker.com Website: https://www.theroofingbizbroker.com LinkedIn: https://www.linkedin.com/in/claudiovilas-business-broker/ Instagram: https://www.instagram.com/claudiovilasbb/ Facebook: https://www.facebook.com/claudio.vilas.967

In this episode of the Inorganic Podcast, Co-host Christian Hassold provides a follow-up on episode 29, correcting the previously reported details on the planned acquisition of Acculinks by Verisk. He explains that Acculinks, a 165-person company specializing in rooftop estimation software, will be acquired for $2.35 billion. Despite initial confusion about the high purchase price, Hassold reveals that Acculinks has impressive financial metrics, including $150 million in annual revenue, 80% of which is recurring, and a 55% EBITDA margin. The planned acquisition is notable for its high ARR and EBITDA multiples, which are significantly above market averages. Hassold also discusses the financial strategies Verisk employed to fund the contemplated acquisition, including leveraging debt. The deal is still pending regulatory review and finalization of debt financing. Hosted on Acast. See acast.com/privacy for more information.

Interview with George Bennett, CEO of Rainbow Rare EarthsRecording date: 26th September 2025Rainbow Rare Earths (LSE:RBW) is pioneering a revolutionary approach to rare earth element extraction that addresses both economic efficiency and Western supply chain independence. Led by CEO George Bennett, a seasoned executive with 16 years of investment banking experience and a proven track record of scaling mining operations, the company extracts valuable rare earth materials from phosphogypsum waste rather than traditional hard rock mining.The company's proprietary technology eliminates conventional mining costs including drilling, blasting, and crushing operations, resulting in projected EBITDA margins exceeding 75% and internal rates of return between 45-50%. "We've got no mining costs, we are extracting the RE out of phosphogypsum which is a waste residue," Bennett explains, highlighting the fundamental cost advantage over traditional rare earth projects.Rainbow operates two strategic assets: the flagship Phalaborwa project in South Africa, where the company holds 85% ownership with 35 million tons of high-grade material, and the Uberaba project in Brazil through a 50/50 joint venture with Mosaic, a $15 billion fertilizer company. Both projects leverage existing brownfield infrastructure and provide environmental benefits through waste remediation.The company has secured significant validation through a $50 million equity commitment from the US Development Finance Corporation, positioning the US government as a future project shareholder. This strategic backing, combined with recent floor pricing of $110/kg for neodymium and praseodymium established by MP Materials' Department of Defense contract, provides crucial market stability for Rainbow's revenue streams.With total capital requirements of $300 million and production targeted for 2027-2028, Rainbow is positioned to capitalize on surging demand from electric vehicles, defense applications, and the emerging robotics sector. The company addresses critical Western supply chain vulnerabilities while China controls 95% of global rare earth processing capacity, making Rainbow a compelling investment in the transition toward strategic mineral independence.View Rainbow Rare Earths' company profile: https://www.cruxinvestor.com/companies/rainbow-rare-earthsSign up for Crux Investor: https://cruxinvestor.com

The Financial Operator: Cash In, Chaos Out Podcast | Episode 67 | Scaling Smart: KPIs, Leadership & Life Balance

En este episodio nos acompaña DEALE, el marketplace que está digitalizando la compra-venta de pymes en España. Contamos cómo funciona el proceso de principio a fin: desde la preparación y el NDA hasta la oferta, reuniones y data room y por qué la tecnología acorta tiempos y reduce fricciones en operaciones reales. El tamaño medio de la operación ronda los 4 M€ de precio de compra; como referencia, una empresa “tipo” factura ~4 M€ y genera ~650–700 k€ de EBITDA (≈15%), con múltiplos habituales de 4–5× EBITDA. Hablamos también del dealflow: más de 1.000 empresas se interesan cada mes por listarse, lo que alimenta un embudo que acaba en ofertas indicativas y cierres; el año pasado se generaron ~100 ofertas y se cerró en torno al 10%; este año ya van 18 operaciones cerradas entre enero y septiembre, con pipeline para superar la treintena. En acumulado, unas 50 operaciones cerradas 100% vía DEALE suman ~200 M€, de las que el 60% se han firmado en el último año. Además repasamos quién compra: industriales y family offices son la mayoría, aprox. 65% de los usuarios activos en la plataforma, seguidos de perfiles individuales; los fondos representan un porcentaje pequeño. Y explicamos el modelo de negocio: suscripción y comisión de éxito.En España se registran 7.000–8.000 operaciones de pymes al año en notaría, impulsadas en gran parte por el relevo generacional; desde Barcelona.

Wall St closed higher across the major averages on Monday as investors bought back into the AI darlings a week after scepticism rose around the sustainable growth of the sector. The S&P500 gained 0.2%, the Nasdaq rose 0.48% and the Dow Jones ended Monday's session up 0.15%. Shares of game maker EA Games rallied 4.5% after the company announced it's going to be taken private in an acquisition worth US$55bn.In Europe overnight markets closed higher to start the new trading week in the green. The STOXX600 rose 0.34%, Germany's DAX added 0.02%, the French CAC climbed 0.13% and, in the UK, the FTSE100 ended the day up 0.16%.Across the Asia region on Monday markets closed mixed with Japan's Nikkei falling 0.69%, while South Korea's Kospi index added 1.33%, Hong Kong's Hang Seng added 1.9% and China's CSI index gained 1.54%.Locally to start the new trading week, a healthcare rebound pushed the ASX to a positive close with the key index rallying 0.9% while the spot price of gold also reset a fresh record, propelling gold miners to new heights.Defence stocks were all the rage for investors yesterday with DroneShield soaring over 18% while EOS climbed almost 13% amid a tense backdrop in Europe with NATO boosting air-defence assets in response to new drone incursions at a key military base in Denmark last week. EOS also released a sales update yesterday revealing it is expecting full year revenue from existing contracts to be $115m to $125m in FY25 however, new orders could boost this by $25m in addition to its contract backlog with an estimated value of $299m.Synlait Milk share jumped 15% following the release of the company's full-year results yesterday. The dairy processor reported a more than twofold increase in underlying EBITDA, reaching NZ$107.2 million for FY 2025. Additionally, Synlait announced an agreement to sell its North Island assets to global healthcare giant Abbott Laboratories in a deal expected to generate around NZ$307 million in proceeds. What to watch today:On the commodities front this morning oil is trading 3.86% lower at US$63.18/barrel; gold is up 1.63% at a fresh record US$3829/ounce and iron ore is down 0.09% at US$105.35/tonne.The Aussie dollar has strengthened against the greenback to buy 65.78 US cents, 97.75 Japanese yen, 48.91 British pence and 1 New Zealand dollar and 14 cents.Ahead of Tuesday's trading session here in Australia the SPI futures are anticipating the ASX will open the day up 0.17%.Trading Ideas:Bell Potter has raised the 12-month price target on Electro Optic Systems (ASX:EOS) from $5.70 to $11 and maintain a buy rating on the Australian defence manufacturer specialising in advanced weapon systems and satellite tracking technology company following an update out yesterday including revenue guidance weaker than Bell Potter expected in the near term but strong tailwinds driving the long-term growth of the sector. Bell Potter has upgraded the 12-month TP reflecting a higher CY26e EV/EBITDA multiple due to strengthened confidence in longer term revenue growth.Trading Central has identified a bearish signal on HMC Capital (ASX:HMC) following the formation of a pattern over a period of 29-days which is roughly the same amount of time the share price may fall from the close of $3.23 to the range of $2.55 to $2.65 according to standard principles of technical analysis.

On this episode of the Raving Patients Podcast, I sit down with nationally recognized revenue cycle expert Cissy Mangrum of RevTech Partners and Maximize RCM Consulting. With nearly three decades of leadership experience in both healthcare and dental, Cissy has helped countless practices streamline their operations, reduce denials, and improve their bottom line. Revenue Cycle Management (RCM) isn't just about billing—it touches every part of your practice, from credentialing to front office workflows to clinical documentation. In this conversation, we break down why most problems occur long before a claim is denied, and how simple behavioral and operational shifts can radically improve your collections, cash flow, and even patient experience. If you've ever wondered why claims are getting stuck, why AR is piling up, or how to make RCM work for your growth goals, this episode is a must-listen. What You'll Learn from This Episode Why RCM starts at the very beginning of your processes, not just the back end The top five reasons claims get denied—and how to prevent them Key benchmarks to know if your practice has an RCM problem (like days in AR and net collections %) How technology and AI are changing verification of benefits and claims submission The connection between RCM, cash flow, and EBITDA—especially if you're preparing to sell your practice The impact of RCM on patient experience, and how transparent communication and financing options build trust and loyalty — Key Takeaways 02:50 Introduction to Revenue Cycle Management 04:40 Understanding Revenue Cycle Management 12:55 Challenges in Revenue Cycle Management 17:48 Common Issues in Claims Submission 20:08 Identifying RCM Issues 25:59 Impact of RCM on Cash Flow and EBITDA 27:54 RCM and Patient Experience 32:15 Technological Innovations in RCM 34:33 Lightning Round Q&A — Connect with Cissy Want to learn more from today's guest? You can reach Cissy at: Email (RevTech Partners): cissy.mangrum@revtechpartners.com Email (Maximize RCM Consulting): cissy.mangrum@maximizeRCM.com Websites: revtechpartners.com | maximizercmconsulting.com  LinkedIn: Connect with her directly on LinkedIn—she'd love to hear from you. — Learn proven dental marketing strategies and online reputation management techniques at DrLenTau.com. This podcast is sponsored by Dental Intelligence. Learn more here. This podcast is sponsored by CallRail, call tracking & lead conversion software for dentists. Find out more here. Raving Patients Podcast is your go-to place for the latest and best dental marketing strategies that will help you skyrocket your practice. Follow us for more!

In this episode, we catch up with Justin Giuffrida, CEO and co-founder of Citizens Coffee, to hear how the company's Australian-style café model is performing as it scales beyond New York into Texas. The update? Citizens is thriving. After record openings in Houston, the team has now launched Austin, which became the best-performing opening in company history—hitting profitability in just six weeks and trending toward Citizens' most profitable locations to date.Citizens runs a high-margin breakfast & coffee model, pairing chef-driven, fresh food with third-wave coffee, best-in-class hospitality, and local community partnerships. Their stores open at roughly $500K per unit—a fraction of the cost of many national chains—and achieve a 24-month payback period, with stores averaging 21% four-wall EBITDA. The company plans to scale to 40 locations in five years, targeting $120–$150 million in revenue, with CPG (retail) launching in parallel to expand the brand's reach and potential exit pathways.With the brand's strongest performance now outside NYC—specifically in Austin and Houston—Citizens is executing a scalable entry into Tier 2 markets with lower cost structures and equal (or better) unit economics. 02:14 – What's Brewing in 2025Justin shares current momentum and milestones—record openings in Texas03:36 – Proving Portability Beyond NYCHow Citizens performed in Houston and Austin vs. NYC; why Texas was the bet07:40 – The Risk of Scaling RetailChris on the risk of new locations; Justin on build costs ($500K), efficiency, and payback (24 months)10:26 – Local Marketing & “Local Legends”Citizens' launch playbook: grassroots, partnerships, and charity-based LRM14:01 – ICW AnnouncementChris plugs Investment Crowdfunding Week (Sept 29–Oct 2)14:46 – Differentiation vs. StarbucksAustralian café model: chef-driven food + third-wave coffee + hospitality & frequency19:42 – Growth Plan: 40 Locations in 5 YearsTexas expansion strategy and the path from 3 openings/year to 10/year22:31 – Managing Debt & Investor ProtectionHow Citizens balances debt and equity while remaining cash-flow positive25:16 – Why CPG (Retail) Fits the BrandCPG strategy to extend brand trust and boost exit optionality28:19 – Localization & Shelf StrategyChris on go-to-market for CPG; Justin on sequencing markets with brand equity29:50 – Projections & Exit Comps$120–$150M revenue target with CPG; comps like Blue Bottle & La Colombe31:55 – Final Message to InvestorsProof of concept in 3 major markets & the 5-year plan

Topics:Thematic Sourcing for Better DealsHow to Fortify the Foundation Post-ClosePeople & Culture as a Value Driver...and so much more.Top TakeawaysBuild a data-driven foundation. Eliot and Jordan agree it's impossible to manage what you can't measure. In the first 120 days, Broadwing focuses on defining key KPIs, setting a reporting cadence, and creating a single source of truth for data. This alignment between hard data and management's intuition drives smarter decisions on sales, costs, and growth. Put people at the center of value creation. Broadwing Capital believes the people inside portfolio companies are the true foundation of growth. That's why culture should be valued as highly as financial performance. Their mantra—“Onsite early, onsite often”—reflects a hands-on approach where building meaningful relationships accelerates execution.Lead with humility. In an industry known for confidence and control, Broadwing makes humility a core value. They emphasize listening to operators, learning from management teams, and recognizing that sector expertise often runs deeper inside the portfolio company than at the fund. That mindset builds trust and strengthens partnerships.About Eliot KerlinEliot Kerlin is the Founder & Managing Partner at Broadwing Capital, where he leads deal origination and works closely with management teams post-acquisition to deliver transformative results. Active in private equity since 2000, he brings extensive experience in M&A, corporate strategy, performance improvement, and value realization through sales, public offerings, and dividend recapitalizations.About Broadwing CapitalBroadwing Capital is a Dallas-based private equity firm targeting North American companies with $5–30 million in EBITDA. The firm focuses on founder- and family-owned businesses, providing both capital and operational expertise to accelerate growth. Its hands-on approach emphasizes culture, collaboration, and community impact to build more sustainable companies.

Heineken breidt voor 3,2 miljard dollar zijn belangen uit in brouwerijen in Midden-Amerika, waardoor die brouwerijen geconsolideerd kunnen worden. In sommige commentaren lees je dat het aan de prijs is, maar Joost van Leenders van Van Lanschot Kempen vindt dat wel meevallen. "Ze betalen 11,7 keer EBITDA, en de bandbreedte in de sector is 11 tot 15, dus dat valt best mee. Omdat ze er al een belang in hadden, weten ze ook heel goed wat ze kopen." Thomas Pellegrom van ABN Amro vindt het ook een nette deal. "In een aantal markten in Midden-Amerika wordt Heineken nu marktleider. Ze zien er ook duidelijk synergiën". De regio biedt meer groeimogelijkheden dan volwassen markten zoals Europa en de VS. Voor bodemonderzoeker Fugro ziet het er allemaal minder zonnig uit. De eerder aangekondigde ontslagronde van 750 banen wordt uitgebreid: 300 banen extra worden geschrapt. Door de lage olieprijs wordt er minder geïnvesteerd in bodemonderzoek. Ook in windparken op zee, waar Fugro ook in actief is, heeft het bedrijf wind tegen. Verder in de podcast aandacht voor onder andere Micron Technology, ABN Amro en ASMI. We bespreken uiteraard ook de luisteraarsvragen en de experts geven hun tips. Joost kiest een bedrijf uit de AEX dat hij aantrekkelijk geprijsd vindt, Thomas tipt een ETF met de ISIN-code IE00B4L5Y983. Geniet van de podcast! Let op: alleen het eerste deel is vrij te beluisteren. Wil je de hele podcast (luisteraarsvragen en tips) horen, wordt dan Premium lid van BeursTalk. Dat kost slechts 9,95 per maand, 99 euro voor een heel jaar. Abonneren kan hier!See omnystudio.com/listener for privacy information.

Jared Stein, Co-founder and Partner at Monogram Capital Partners, shares his expert approach to scaling consumer businesses, fostering customer loyalty, and driving sustainable growth. From partnering with family-owned companies to identifying sectors with lasting demand, Jared provides actionable insights for excelling in fragmented markets and navigating today's rapid disruption cycles. A must-listen for private equity professionals and business builders looking to sharpen their playbook. Episode Highlights: 00:33 - Jared's family business origins and lessons learned from hard jobs 06:04 - Why "growth mindset" and passion are critical for business builders 13:23 - Scaling consumer brands: leadership, customer focus, and profitability 19:46 - Identifying winning brands: consumer loyalty and market potential 24:37 - Partnering with family businesses: trust, talent, and transformation 27:27 - Inside the Western Smokehouse case study: 5x EBITDA growth 30:51 - Building anti-fragility: Preparing businesses for rapid disruptions For more on Jared Stein's firm, visit: www.monogramcapital.com Connect with Jared Stein on LinkedIn: https://www.linkedin.com/in/jared-stein-5a347820 Explore more episodes: www.bluwave.net/podcasts

02:39 — What is EBITDA multiple arbitrage (plain-English walk-through)03:39 — Why smaller firms trade lower and platforms trade higher (the math)07:50 — Beyond size: capabilities, service lines, and moving up the value chain11:49 — Rolling equity 101: the “second bite” and a typical 70/30 construct (example)15:03 — Risks sellers must vet: culture, strategy, dilution, and capital stack terms19:56 — Integration that creates real accretion (when 1+1=3…or more) + “velocity matters”23:46 — Is there a cap? Where arbitrage gains flatten as platforms scale up27:55 — Can strategics do this without PE? Funding paths and “smart money” mindset Listen to Shoot the Moon on Apple Podcasts or Spotify.Buy, sell, or grow your tech-enabled services firm with Revenue Rocket.

This episode of Let's Talk Loyalty & Loyalty TV is in Spanish and this episode was recorded live. Bienvenidos al panel de Customer Loyalty. Hoy queremos elevar la conversación: la lealtad no es puntos, cupones ni cashback; es una ciencia y un arte con metodología que genera conocimiento del cliente y rentabilidad. Debatiremos la tesis: la lealtad de las marcas a sus clientes no es un tema de marketing; es un factor fundamental de generación de EBITDA. Comúnmente las empresas confunden los programas de lealtad como generadores de costos y gastos y pocas veces tienen la visión de que pueden ser una fuente de ingresos incrementales para el negocio. Para llegar a este conocimiento, es necesario desmitificar varios preceptos incorrectos que existen en esta materia. Se requiere tener una estrategia clara para que el diseño del programa cumpla con la encomienda de ser un centro de ingresos y no de costo.Nos acompañan tres expertos que han diseñado, implementado y operado programas de lealtad reales: Fernando Jiménez, Carlos SanRomán y Raziel Rocha. Vamos a explorar variables financieras, gestión eficiente del pasivo, gamificación, efecto “loyalty currency”, redención y cómo llevar un programa al siguiente nivel, entre otros temas.Hosted by Alex Saul.Show Notes:1) Fernando Jimenez2) Carlos SanRomán3) Raziel Rocha4) The Business of Expertise – David C Baker5) Carlos SanRomán: Loyalty Programs Currency Effect – Evert De Boer / Xiao Yao Chin6) Freedom from the Known– J. Krishnamurti

Over the last few days, I have had some powerful conversations with MSP owners about what really moves the needle when it comes to building a scalable and profitable business, and the truth is clear. A slick Marketing campaign will not compensate for weak processes, bottlenecks in delivery, or an MSP that still relies too heavily on the owner being needed in the day-to-day.  I share in this episode how the three key pillars of your MSP – direction and planning, building an effective and scalable team, and then sales and Marketing – need to be kept in balance. Too often the third pillar is where everyone wants to start, because it feels exciting to get leads and talk about growth. But the more valuable thing to do is to look under the bonnet and build out efficient processes, solid leadership, and an operating model that can run without you. This is what creates real transferable value. This is what buyers look for when they assess an MSP. It is not only about the turnover or the top line, it is about the EBITDA, the profit margins, the efficiency, and the strength of the team.  AI readiness was one of the big topics I covered, because while AI can speed things up, it cannot fix a broken help desk or replace processes that do not exist. If your MSP has gaps, inefficiencies, and inconsistent delivery, AI will only amplify the problem. Get your house in order first. Once your processes are mapped, optimised, and delegated, then AI can become the turbocharger for your business. Without that foundation, you risk being left behind while others take advantage of the efficiencies AI can deliver.  Another big theme is the importance of the EBITDA multipliers. I explained how improving operational efficiency, reducing client concentration, securing longer contracts, and getting the owner out of the daily grind can all add direct value to your MSP. Each of these improvements has the power to increase your multiplier and add significant chunks of value to your business. We are talking in terms of hundreds of thousands of pounds when these changes are applied. That is worth more than years of struggling with Marketing campaigns that may or may not deliver the return you hoped for.  I also shared some of the frustrations MSPs face when they stay stuck on tasks that are not theirs to do. Too many owners remain caught up in £10 an hour work when their real focus should be leading the business, coaching the team, and driving strategic value. Delegation is key here. Trust your team, cascade clear targets, and use operational scorecards to keep everyone aligned. When your team is empowered and accountable, the business can operate smoothly, clients are happier, and you can step back to focus on building value.  Retention and operational maturity came through as another strong theme. Before chasing more leads, make sure your existing clients are delighted, your service is slick, and your delivery model is predictable. When you strengthen the foundation of your MSP, you gain the confidence to grow without fear of cracks showing as you scale. Your numbers become clearer, your cashflow more predictable, and your stress levels drop. It is all about building a business that works for you rather than you for it.  The main point I wanted to drive home in this quick episode is that Marketing is not the silver bullet many think it is. Without strong processes, efficient systems, and a team that can operate without you, Marketing will only create more pressure. Instead, take the time to map your processes, delegate the right tasks, build operational scorecards, strengthen client retention, and then look at how AI can amplify it all. Once these foundations are in place, then Marketing will have the power to add real fuel to the fire. Until then, it can be a dangerous distraction that holds back your growth and keeps you stuck.  So this episode is a jab in the ribs for all MSP owners who feel the urge to throw everything at Marketing before their business is ready. Lift the bonnet, tune the engine, and make sure your MSP is efficient, profitable, and truly valuable. When you do that, not only does your EBITDA rise, but you also create the freedom of choice. Whether you want to grow, exit, or simply enjoy a business that runs smoothly without you, the outcome is far more rewarding. That is when you truly build an MSP that works for you, your team, and your clients.    Make sure to check out our Ultimate MSP Growth Guide, a free guide that walks you through a proven process to take your MSP from stuck to scalable, without working even more hours. It's 44 pages rammed with advice, insights and inspiration to help you decide what support is available to you now if you want to grow and scale your business. Click HERE to get your copy.  Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK  And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon!   

In this episode, the hosts dissect a fast-growing healthcare call center business with $4M EBITDA—and major risks around customer concentration, compliance, and workforce churn.Business Listing – https://view.generational.deals/?qs=8a49d003d042ac87b1f83ac25a5e010857481ce24a855bec1732a67b0123f8fbca2acbb8b52a738808cc8dbae51ca8ba778b09622a79bce1a3c73329b056f81b73624ce434606bfc3f23118059290a12Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

In this episode, the hosts dissect a fast-growing healthcare call center business with $4M EBITDA—and major risks around customer concentration, compliance, and workforce churn.Business Listing – https://view.generational.deals/?qs=8a49d003d042ac87b1f83ac25a5e010857481ce24a855bec1732a67b0123f8fbca2acbb8b52a738808cc8dbae51ca8ba778b09622a79bce1a3c73329b056f81b73624ce434606bfc3f23118059290a12Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

On this episode Shiv Narayanan interviews Craig Jones of TPE Boulder to discuss value creation in lower middle market private equity, focusing on smaller companies with $2-5 million in EBITDA.Craig shares TPE Boulder's approach to scaling businesses through organic growth, emphasizing diversification by location and provider, strengthening management teams, and addressing technology deficits. He explains how they align with founders on a 5-year growth plan, manage key risks like founder dependency, and prioritize initiatives to ensure scalability without overwhelming limited resources.Craig also highlights the importance of investing in high-growth healthcare markets, such as neuropathy treatment and interventional radiology, to drive enterprise value and attract larger PE buyers for higher EBITDA multiples at exit.The information contained in this podcast is not intended to constitute, and should not be construed as, investment advice.

Dan Barnholden, CEO of Luca Mining (TSX.V:LUCA – OTCQX:LUCMF – FSE:TSGA), joins us to review their Q2 operations and key financial metrics, the further debt repayment, ongoing metallurgical work, 4 separate exploration programs, and provides insights on key upcoming catalysts across both of Luca's producing assets – the Tahuehueto and Campo Morado mines, located in the prolific Sierra Madre mineralized belt in Mexico.    Second Quarter Highlights Gold equivalent production totaled 17,861 ounces in Q2 2025, up 28% compared to Q2 2024, and 39,154 ounces in H1 2025, supported by continued ramp-up at Tahuehueto, strong base metals output, and strong plant availability at Campo Morado. Tahuehueto advanced operationally, maintaining over 90% plant utilization in the quarter while increasing tonnes milled by 104% year over year to 72,396, underscoring continued ramp-up progress and plant reliability. Throughput momentum continued as well in the quarter, with a 65% increase in consolidated tonnes milled to 253,717; Campo Morado milled 181,320 tonnes (+54%), an average of 2,133 tonnes per day, while Tahuehueto more than doubled output, averaging 905 tonnes per day in the quarter, compared to the same period in the prior year. Gold production reached 6,622 ounces, up 55% from Q2 2024, supported by stable recoveries at Tahuehueto and steady plant operations despite lower mined grades. Campo Morado set a new benchmark with 98.7% grinding availability, its highest of the year, and delivered 11,106 gold-equivalent ounces—supported by stronger zinc and copper grades. Tahuehueto contributed 6,755 gold-equivalent ounces, a 44% increase year over year, and silver production rose 108% to 71,441 ounces, highlighting rising output from higher-grade zones. Zinc, copper, and lead production rose 74%, 66%, and 49%, respectively, on a consolidated basis, benefiting from improved head grades, higher throughput, and processing efficiency across both sites. Consolidated revenues more than doubled year-over-year to US$36.78 million driven by higher production volumes and improved realized prices across most metals, and delivered record revenue of US$75.4 million for the first half of the year.. Cash provided by operating activities totaled $12.61 million in Q2 2025, a substantial increase from $739,000 in Q2 2024, primarily driven by a 102% increase in revenues supported by higher gold-equivalent production (+28%) and improved realized prices. Strong throughput growth at both operations, particularly a 104% increase in tonnes milled at Tahuehueto and 98.7% grinding availability at Campo Morado, contributed to enhanced cash generation. Adjusted net earnings totaled $3.26 million in Q2 2025, a step in the right direction from a near break-even result in Q2 2024. The turnaround reflects improved operational profitability, stronger metal sales, and disciplined cost management, offsetting non-cash and non-recurring items that impacted the reported net loss. Positive adjusted EBITDA of US$5.8 million in Q2 2025 (Q2 2024 – positive adjusted EBITDA of $4,166), with US$18.2 million generated in the first half of the year; supported by increased sales across gold, zinc, and copper, as well as improved operating margins. For the year ahead, the Company anticipates producing between 85,000 and 100,000 gold equivalent ounces with payable ounces ranging between 65,000 and 80,000. The Company expects to generate between US$30 million and US$40 million in free cash flow before working capital adjustments for the year, reflecting the strength of its core mining operations.   Dan goes on to highlight both the underground drilling and surface drilling going on at Campo Morado and Tahuehueto, with essentially 4 exploration programs, and the first meaningful drilling in over a decade. In addition to targeting new high-grade gold and silver areas, there is a concerted effort to expand mineralization and extend the mine life for both projects. The company is also engaged in ongoing metallurgical testing to improve recovery rates for their 5 metals, and 3 concentrates.     If you have any question for Dan regarding Luca Mining, then please email those into us at Fleck@kereport.com  or Shad@kereport.com.   In full disclosure Shad is a shareholder of Luca Mining at the time of this recording and may choose to buy or sell shares at any time.   Click here to follow the latest news from Luca Mining ________________________________________________________________________________________ For more market commentary & interview summaries, subscribe to our Substacks: The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/

“We can all claim savings without necessarily achieving the result.”  This stark observation from Jason Busch sums up decades of dysfunction in how procurement measures their impact and why AI may finally force a (much-needed) reckoning with reality. In this episode of “Buy: The Way...To Purposeful Procurement,” Jason joins co-hosts Philip Ideson and Rich Ham to explore how artificial intelligence might finally solve procurement's validation problem… but only if organizations abandon their addiction to “claiming savings” and start measuring what actually matters: EBITDA. As a co-founder of FreeMarkets and a founder of Spend Matters, Jason has witnessed 25 years of procurement's evolution from the inside, and he's not pulling any punches. Instead, he offers a radical proposition: procurement should function as economic “detectives” gathering evidence of spend crimes, then “prosecutors” holding suppliers accountable based on that evidence. The technology finally exists to make this possible, but it will require procurement to abandon the comfortable fiction of projected savings in favor of the uncomfortable truth of EBITDA impact. The implications of this approach extend beyond individual organizations. Jason frames procurement's societal purpose as “public defenders against rampant cost escalation,” suggesting that when buyer-side flaws enable seller-side exploitation, the ultimate losers are consumers who absorb these costs through higher prices. According to Jason, the question isn't whether technology will transform procurement… It's whether procurement will transform themselves enough to leverage that technology purposefully and for the good of the business. Links: Jason Busch on LinkedIn Rich Ham on LinkedIn Learn more at FineTuneUs.com  

Interview with David Londoño, President & CEO of Mineros SAOur previous interview: https://www.cruxinvestor.com/posts/mineros-sa-tsxmsa-cash-rich-gold-miner-eyes-expansion-7128Recording date: 15th September 2025American gold mining, combining exceptional financial performance with an aggressive expansion strategy across Colombia, Nicaragua, and Chile. The company reports record revenues, earnings per share, and adjusted EBITDA while maintaining over $100 million in cash, providing substantial financial flexibility for growth initiatives without requiring external financing.The company's flagship Porvenir project in Nicaragua has achieved significant engineering optimization, with preliminary feasibility studies reducing initial capital requirements from over $250 million to the mid-$100 millions. The project features a scalable 2,000 tons per day processing plant expandable to 5,000 TPD capacity, targeting 4-5 grams per ton gold grades with valuable byproduct credits from copper, silver, and zinc. Recent exploration success around the main deposit has identified additional mineralization that could accelerate expansion timelines and extend mine life.Operational expansion centers on a $45 million investment to increase the Hemco plant capacity from 1,800 to 2,300 tons per day. This expansion leverages the company's unique relationship with artisanal miners, who provide both high-grade feed material and valuable geological intelligence. The capacity increase targets production growth from current levels of 120-130,000 ounces annually to 200,000 ounces, representing approximately 55% growth from Nicaragua operations alone.Mineros SA recently acquired the La Pepa exploration property in Chile for $40 million cash, adding 2 million ounces of gold resources at 0.56 grams per ton average grade. Located near Copiapó in an established mining district, the property benefits from existing infrastructure and experienced personnel. Management targets production within five years, supported by shallow, oxide-dominated mineralization suitable for heap leach processing.The company maintains its commitment to shareholder returns through a $30 million annual dividend policy while reinvesting excess cash flow into growth projects. Although the dividend yield has decreased from 10-15% to below 5% due to share price appreciation, the absolute payment remains consistent, demonstrating management's balanced approach to growth investment and shareholder returns in a strengthening gold price environment.View Mineros SA's company profile: https://www.cruxinvestor.com/companies/mineros-saSign up for Crux Investor: https://cruxinvestor.com

During Ep. 28 of the Ask the Law Firm Seller Show, Tim McKey, CPA, CEO of Vista Consulting Team, joins to address 3 Tips for Strategic Planning to Sell a Plaintiff Contingency Law Firm   McKey initially explains that Vista Consulting Team provides strategic consulting to Plaintiff contingency law firms, assisting clients with systemizing their businesses per Vista's tagline: The business resource for Plaintiff law firms.   McKey then shares the following 3 tips for strategic planning to sell a Plaintiff contingency law firm:   Tip No. 1: As McKey says, “The best thing you can do to prepare your firm to be sellable is to be profitable.”   Underlying that tip relates to law firms knowing their numbers.   Examples of numbers to know include: (a) Gross revenues vs. Net Revenues; (b) The EBITDA for your firm; (c) Average fee per case; (d) Case acquisition costs; (e) Number of open cases, together with estimated values of those cases; and (f) Average time on desk to resolve cases, including differentiating between pre-lit. and litigation matters.   Tip No. 2: Know the value of your firm per 1 or more recognized methodologies of valuation.   Tip No. 3: Have efficient, effective, and documented operations within your firm, including (a) A methodology for internal reports that hold teams at a firm accountable; and (b) A means to make sure that a firm does not need its founder/rainmaker for the firm to operate.   McKey and Poock also discuss their thoughts about what buyers want/need when purchasing Plaintiff contingency practices, including strategic purchasers who seek to purchase more than one law firm, usually, in anticipation of a future roll-up type transaction.

“You can find out what your MSP is worth in just 15 seconds,” says Paul Daigle of Biz Advisory Board. “Our evaluator benchmarks your business against peers and shows where you can grow and how to position for acquisition.” At the MSP Summit in Orlando, Doug Green, Publisher of Technology Reseller News, sat down with Daigle moments after his standing-room-only, three-hour session on mergers and acquisitions. Daigle explained how the Biz Advisory Board's MSP Business Evaluator and Accelerator helps owners measure themselves against best-in-class peers, identify gaps, and create strategies to “level up” across 72 key business functions—from marketing and HR to cybersecurity and finance. The model not only helps MSPs break through growth ceilings but also prepares them for successful exits. By showing where an MSP stands compared to others in its revenue group, the evaluator highlights the steps needed to increase valuation and attract buyers. Daigle emphasized that private equity firms, strategic buyers, and financial buyers all use similar benchmarks, making it critical for MSPs to align their operations before entering M&A discussions. He also highlighted the role of AI in shaping valuations. Smaller MSPs can increase EBITDA by replacing entry-level technicians with AI-driven efficiencies, while larger MSPs can scale without additional headcount—both strategies boosting profitability and acquisition appeal. With a growing newsletter following and active LinkedIn presence, Daigle shares weekly insights for MSPs seeking to grow or prepare for sale. “There's no two MSPs alike,” he noted. “But every MSP can accelerate growth and maximize value if they measure themselves and take action.” Learn more at bizadvisoryboard.com.

Meet: Ashis GuptaHelping businesses unblock growth with access to a proven COO who's already scaled businesses like yours at a fraction of the cost of a full-time hire.I've had a long journey in business and tech (co-founded and sold a wireless company to Qualcomm; managed a ninja operations team at Apple responsible for a $2B/year budget; turned a loss-making E-Comm to +25% EBITDA and sold in 4 years, and now running a “100 Most Promising Companies of 2024” with ScaleUpExec), and in that time I've learned a lot about what truly makes businesses tick.Through these experiences and my years having led teams in large enterprises and startups, I've formulated and implemented counter yet impactful ways of making teams actually impactful to the business while being motivated through the process. I'm a fan of being hands-on with execution (not just with strategy) and have developed an industry-agnostic skillset to solve problems such as creating sales and marketing channels that scale fast; building super-effective yet affordable remote teams; getting founders out of day-to-day operations.I've already had the chance to help 20+ businesses in different industries navigate every kind of problem - from businesses going through existential crises, to ones growing at breakneck speeds - with disproportionate results. And now it's my mission to be of support to more entrepreneurs. That's why I'm building ScaleUpExec, to provide SMBs access to the rare “gems” of COOs who will not only operate and optimize, but also fast-track your business's growth, at a fraction of the cost of a full-timer.DM me if there's any way you think I can be of assistance in your business, or if you just want to get another pair of eyes looking at the problem. I'd love to help.More:Website:https://scaleupexec.com/LinkedIn: https://www.linkedin.com/in/ashish-gup/

I'm traveling in Italy and am not so distracted by the cultural and culinary delights to have overlooked the news on NextDecade (NEXT). I've watched the subsequent stock price fall with disappointment. They lowered EBITDA guidance on Trains 1-5 from $1.1BN (midpoint of prior $0.9-1.3BN) to $1BN, starting in 2030. Distributable Cash Flow (DCF) is […]

In this special episode Stuart and I take time to reflect on the milestones that have shaped our partnership, our clients, and the Growth Hub as a whole. We start right at the beginning when we first met. It was late in the Covid period and what started as a one-to-one conversation quickly turned into something much bigger. We realised that our values aligned, that our different personalities and skills would complement each other, and that together we could help more people, change more lives, and have a greater impact. That first milestone of recognising the power of working together has been the bedrock of what we do today.  We talk about how important it is for MSP owners to think about partnerships in their own business. Whether you are bringing in a shareholder, working with a potential acquisition partner, or developing your senior leadership team, you need both shared values and complementary skills. Stuart and I are very different in pace, approach, and thinking, but those differences have made the Growth Hub stronger. For MSPs the lesson is clear. Build a team where everyone brings something different to the table but is pulling in the same direction.  Another milestone was the integration of our frameworks, models, and clients. We both had our own ways of working and separate groups of clients when we joined forces. Instead of keeping things divided we decided to combine everything. We pulled together our systems, refined the content, and aligned everything around one shared approach. That was when the Scale with Confidence system really began to evolve. We also brought all our clients together, regardless of what they were paying at the time, and focused purely on delivering massive value. For MSP owners this mirrors what happens when you go through M&A or team integration. The milestone is not only in joining the businesses together but in aligning values, streamlining systems, and creating a single powerful client journey.  We also highlight the milestones in our marketing journey. Marketing to MSPs is not easy because you are busy, your world is changing quickly, and you are bombarded with content every day. What has made the difference for us is listening to what you tell us. Whether it is in coaching calls, events, or informal conversations, we listen to the problems MSP owners share and we turn those into practical content. That has led to a marketing machine that attracts the right people at the right time and makes sure we are having conversations that matter. The lesson here for MSPs is not to overcomplicate marketing. Think about how your clients want to be communicated with, meet them where they are in their journey, and build the right content to help them take the next step.  One of the most powerful milestones we discuss is the importance of future vision. Every MSP business will be sold one day. Whether you plan for it or not, whether it is to employees, family, or an external buyer, the day will come. The milestone is realising that you need to be building a saleable business today if you want to maximise value tomorrow. That means strong systems, predictable recurring revenue, clear leadership, and transferable value. Many MSP owners put this off until it is too late. The shift comes when you deliberately start to build a business that has value beyond you as the owner.  In this episode Stuart and I also share how our vision goes beyond the Growth Hub. We both have personal connections to supporting people with special needs and we are building towards creating a supported living initiative as part of our long-term legacy. That north star keeps us focused and reminds us that the work we do with MSPs is not only about revenue growth and EBITDA multiples. It is about creating businesses that enable owners to live their lives with purpose and choice.  250 episodes in, we are still as energised and committed as ever. The milestones so far have been significant, from our first meeting, to building the Growth Hub, to refining our frameworks, to helping dozens of ambitious MSPs scale with confidence. The future milestones are even bigger. Whether that is supporting more MSPs to reach the one million mark, helping those already there to accelerate to five million, or preparing owners for successful exits, our focus is clear.  We finish this episode by raising a glass to you, our listeners, clients, and supporters. Thank you for being part of this journey and for sharing your feedback, ideas, and encouragement. This podcast would not exist without you. Here is to the next 250 episodes, to more milestones that matter, and to helping even more MSP owners build businesses that give them freedom, impact, and fun.  Make sure to check out our Ultimate MSP Growth Guide, a free guide that walks you through a proven process to take your MSP from stuck to scalable, without working even more hours. It's 44 pages rammed with advice, insights and inspiration to help you decide what support is available to you now if you want to grow and scale your business. Click HERE to get your copy.  Connect on LinkedIn HERE with Ian and also with Stuart by clicking this LINK  And when you're ready to take the next step in growing your MSP, come and take the Scale with Confidence MSP Mastery Quiz. In just three minutes, you'll get a 360-degree scan of your MSP and identify the one or two tactics that could help you find more time, engage & align your people and generate more leads.  OR   To join our amazing Facebook Group of over 400 MSPs where we are helping you Scale Up with Confidence, then click HERE  Until next time, look after yourself and I'll catch up with you soon! 

In this episode, Keith drops by Brian Fullerton's shop (yes, after a literal mulch fire

In this episode, the hosts break down a jaw-dropping $6.5M AI-driven OnlyFans agency for sale—raising questions about revenue math, adult industry risks, and whether it's genius or just gross.Business Listing – https://drive.google.com/file/d/1EXFqF7L2x2LeM5ncFNfDEqRk6iRhDHiT/view?usp=sharingWelcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.

In this episode of Yet Another Value Podcast, host Andrew Walker speaks with Franco Chomonalez from Sophon Capital to analyze Thunderbird Entertainment (TBRD). Franco shares why the microcap Canadian animation and media company—trading at just 1.6x EBITDA—fits Sophon's investment criteria. They discuss Thunderbird's three revenue models, its role as a low-cost production partner for Disney, and the competitive advantages stemming from Canadian tax credits. The conversation also explores failed M&A efforts, AI disruption risk, shareholder tensions, and the upcoming TSX uplisting as a potential re-rating catalyst.Sophon Capital's site: https://sophoninvest.substack.com/_________________________________________________________[00:00:00] Andrew introduces Franco and Thunderbird[03:23:00] Franco outlines Sophon's microcap thesis[06:17:00] Overview of Thunderbird's business model[09:54:00] Discussion on Thunderbird's cheap valuation[11:39:00] History of Thunderbird and key players[16:05:00] Studio advantages: tax credits, location[18:07:00] Is Thunderbird's work commoditized?[24:26:00] Disney outsourcing versus in-house strategy[29:36:00] 80%+ IP pitch success rate explained[30:21:00] AI risk: upside and private equity fear[39:32:00] Can AI make animators obsolete?[42:49:00] Why hasn't Thunderbird been sold yet?[47:08:00] Debate: reinvest or return capital[53:59:00] TSX uplisting as a near-term catalystLinks:Yet Another Value Blog - https://www.yetanothervalueblog.com See our legal disclaimer here: https://www.yetanothervalueblog.com/p/legal-and-disclaimer

Interview with Arturo Préstamo Elizondo, Executive Chairman & CEO of Santacruz Silver Mining Ltd.Our previous interview: https://www.cruxinvestor.com/posts/santacruz-silver-tsxvscz-q1-revenue-hits-70m-as-turnaround-plan-delivers-results-7297Recording date: 11th September 2025Santacruz Silver Mining represents a compelling investment opportunity for investors seeking exposure to a financially disciplined silver producer with strong fundamentals and clear growth catalysts. The company has successfully completed a strategic financial restructuring that positions it as one of the cleanest balance sheet stories in the precious metals sector.The company's financial transformation is remarkable. Santacruz has completely eliminated its acquisition-related debt obligations, paying off the final $15 million of its Glencore asset acquisition ahead of schedule while securing an additional $40 million in savings through an acceleration clause execution. This achievement has resulted in a pristine balance sheet with no streaming agreements, no royalties, and minimal debt beyond a strategically structured $20 million promissory note in Bolivia that carries a negative implied interest rate.Operationally, Santacruz demonstrates impressive resilience and diversification through its portfolio of four producing mines and one ore sourcing company spanning Mexico and Bolivia. The company generates over 7 million ounces of pure silver annually alongside significant zinc credits, with management projecting $90-120 million in annual free cash flow. This operational strength was evidenced when recent flooding at two Bolivian veins was immediately offset by San Lucas trading operations, which sourced replacement ore from third-party miners to maintain full mill capacity utilization.The investment thesis is strengthened by favorable currency dynamics in Bolivia, where 80-85% of operational costs are denominated in Bolivianos. The recent devaluation of the Boliviano creates ongoing cost advantages that directly improve all-in sustained cash costs and enhance profit margins, particularly beneficial in the current rising silver price environment.Santacruz's primary growth catalyst centers on the advanced Soracaya brownfield project, which management characterizes as "advanced organic growth." This asset features existing 43-101 resource reporting and previous development work by Glencore, with full permitting expected within 7-10 months. Once operational, Soracaya will contribute an additional 4 million ounces of annual silver production - representing approximately a 60% increase in output - funded entirely through internal cash generation without equity dilution.The company's resource base offers exceptional longevity and expansion potential. Current reserves and resources provide approximately 12 years of mine life in Bolivia alone, supported by vein systems that allow for both deeper development and strike length extension. Notably, the Porco mine represents the longest continuously producing mine in the Americas with 500 years of non-stop operation, while other assets have maintained production for over 200 years, demonstrating the sustainability of these geological systems.From a valuation perspective, Santacruz appears attractively positioned with an enterprise value approximately six to seven times projected EBITDA of $110-120 million, trading at a discount to many precious metals peers. This valuation gap, combined with the company's strong cash generation capabilities and strategic flexibility for acquisitive growth, presents multiple pathways for value creation.The macro environment further supports the investment case, as silver benefits from dual demand drivers spanning both industrial applications and monetary hedge demand. Industrial consumption continues expanding through renewable energy infrastructure and electronics manufacturing, while supply constraints from primary silver operations create additional price support.For investors seeking exposure to a well-managed silver producer with proven operational capabilities, clean financials, and clear growth visibility, Santacruz Silver offers a compelling risk-adjusted opportunity in the current precious metals landscape.View Santacruz Silver Mining's company mining: https://www.cruxinvestor.com/companies/santacruz-silver-miningSign up for Crux Investor: https://cruxinvestor.com

Wednesday, September 10, 2025. Week 37. CAMP4 Press Release:  https://www.linkedin.com/posts/caleb-moore-4382704_syngap1-activity-7371545171047628800-zVqR   Let me tell you a story: EW Story, concern over viability of C4. Easy to follow financials, Mrkt Cap and Net assets of ~$40M.  Net income/EBITDA of -$12.6M in Q2.   Running Phase I / II trials and ramping up for Phase III, not cheap.  They need more than they had and capital is hard to get in this market. But here is the good part, the data is solid, the team is strong, and the SYNGAP1 Ecosystem is excited to have a first mover. SRF was thrilled to be invited, not just because we believe in C4, but because we wanted to send a meaningful signal to other investors that we are working closely with C4 and are eager to support their success.  I believe that our investment, while modest, sent that signal and helped this raise become oversubscribed. The board worked hard on this one. Now for hard questions: Are we conflicted? No.  We will transparently share info about all trials for products with good data.  ( See #S10e172 for ASGCT Data https://youtu.be/9xO1TcO1Eus )  Will other companies be upset?  Unlikely.  Stoke and Praxis are the only companies publicly working on SYNGAP1 that are close to this point and they are not worried about financial viability, but if they do want to do a raise for their SYNGAP1 program, they should certainly call us. What will other companies think? Indeed we are de-risking the disease by showing that our kids are modifiable with ASOs which are the majority of the therapies in scope.  This is a huge favor to others looking at this space.   Isn't this taking a risk with our funds?  Depends.  But if it is, it's a risk worth taking.  Remember we are the smallest investor, we only committed up to $1M, so other professional biotech investors put in $99M. What was the process?  C4 came to us, we decided it was worth talking to the board who had multiple discussions but we said yes in less than a week and that was last week. When is the trial? 2H26 Less than a year from now.  With this financing, I am sure of it. As I write this, the $CAMP stock closed up $0.80 or +40%.  Which is solid.  The market is starting to agree with the wise investors and SRF!  Yes we need a cure.  https://www.linkedin.com/posts/curesyngap1_savekramerdavis-activity-7371607032807763968-PVfG   See you Friday: Beacon of Hope September 12, 2025 - Boston, MA cureSYNGAP1.org/Beacon25   SOCIAL MATTERS - 4,311 LinkedIn.  https://www.linkedin.com/company/curesyngap1/  - 1,430 YouTube.  https://www.youtube.com/@CureSYNGAP1    - 11,286 Twitter https://twitter.com/cureSYNGAP1  - 46k Insta https://www.instagram.com/curesyngap1/    Episode 182 of #Syngap10 #CureSYNGAP1 #Advocate #PatientAdvocacy #UnmetNeed #SYNGAP1 #SynGAP #SynGAProMMiS

While the financial pieces often dominate the conversation in a DSO sale, there are many more factors involved in the process other than EBITDA and multiples. Christy and Charles help practice owners take a step back and understand all the key considerations when partnering with DSOs. From how the practice value is truly calculated, your preferred workback timeframe and your life after the sale, understanding these components will help you set the right expectations.

This is Part 4 of Steve Coughran's book Cash Flow. Steve breaks down the two main ways businesses are valued: the income approach, based on free cash flow, cost of capital, and growth, and the market approach, based on EBITDA multiples. He explains why understanding both is critical, how multiples impact valuation, and what really drives the worth of your company.LinkedIn | YouTube coltivar.com

This is Part 9 of Steve Coughran's book Cash Flow. Steve introduces the fifth lever of cash flow: capital. He explains why EBITDA isn't cash flow, how invested capital and ROIC reveal whether a business is creating or destroying value, and the hidden cash traps in receivables, inventory, and CapEx that often strangle growth.LinkedIn | YouTube coltivar.com

Mishka Katkoff sits down with Pranav Singhvi (General Catalyst, Customer Value Fund) and Joe Wadakethalakal (PVX Partners) to unpack the rise of UA financing, a new capital instrument that lets gaming and app companies scale user acquisition without giving up massive chunks of equity.We break down:1. Why traditional VC or debt financing is often a poor fit for customer acquisition.2. The origins of UA financing and why treating cohorts as “assets” changes the game.3. The differences between PVX Partners' gaming-first model and General Catalyst's broader CVF.4. Success stories like Superplay's $2B exit, powered by UA financing.5. How founders should think about timing, risk, and capital allocation.6. Why CAC is the new CAPEX, and how EBITCAC could replace EBITDA as the real profitability metric for gaming and app businesses.00:00 – Guest Intros (Pranav Singhvi & Joe Wadakethalakal)01:00 – What is UA Financing05:30 – PVX Partners vs. Customer Value Fund15:00 – Equity vs. UA Financing: Which Capital Fits Which Stage?19:15 – Founders as Capital Allocators: Balancing Risk, Growth & Dilution22:30 – What Returns Look Like in UA Financing (Real Economics)24:30 – Scaling Beyond Balance Sheet Limits28:00 – When Is the Right Time to Use UA Financing? 32:00 – LTV Curves, Incremental ROAS & Product Readiness35:30 – Case Study: How Superplay Used UA Financing to Reach a $2B Exit38:50 – PVX Success Stories 41:40 – Managing Risk: Oversight & Skin in the Game48:00 – What Counts as CAC? Influencers, Celebs, and Brand Marketing49:40 – The Future of UA Financing & Cohorts as a New Asset Class52:40 – CAC is the New CAPEX: Rethinking EBITDA as EBITCAC57:30 – Why Tech Companies Look Unprofitable but Aren't59:00 – Advice for Founders Considering UA Financing01:04:00 – Capturing Market Share Before Competitors Catch Up01:07:00 – Final Takeaways & Closing Thoughts

Join me as I reveal the seven essential finance terms you need to know to succeed in business. From "free cashflow" to "leveraged buyouts," I break down the most vital concepts that will level up your financial life. Plus, stick around for an inspiring story of how Cody (not this Codie, a different Cody) transformed from an employee to a business owner in just 90 days, leveraging the financial strategies I share. Financial freedom isn't luck — it's learned. Join my 3-day live virtual event this September 19-21. Reserve your spot and join the owner revolution → ⁠http://contrarianthinking.biz/3Hon5uW⁠ 00:00 Introduction 00:02 The Importance of Financial Literacy 00:28 Seven Key Acquisition Terms 00:36 Understanding Free Cash Flow (FCF) 01:29 Working Capital Explained 02:14 EBITDA and Business Valuation 03:19 Leveraged Buyouts (LBO) 03:43 Seller Financing 05:16 Cody's Success Story 08:41 Conclusion MORE FROM BIGDEAL:

 Interview with Paul Mulder, Managing Director of Pacific Lime & Cement Ltd.Recording date: 26th August 2025Pacific Lime & Cement is developing Papua New Guinea's first integrated lime and cement production facility, targeting a market opportunity worth over $50 million annually in import replacement. Led by Managing Director Paul Mulder, a 30-year resources veteran with experience at BHP and managing Gina Rinehart's energy assets, the company is capitalizing on PNG's complete dependence on imported lime and cement.The project's competitive advantage stems from exceptional resource quality and strategic positioning. Located just 24 kilometers from Port Moresby, the facility controls 400 million tons of high-grade limestone that sits directly at surface level, eliminating costly stripping operations. With the quarry situated merely 800 meters from wharf facilities adjacent to PNG's $18 billion LNG infrastructure, the company enjoys a 75% freight distance advantage over Southeast Asian competitors.PNG's annual lime demand of 250-300,000 tons represents 70-75% of Pacific Lime & Cement's planned phase one capacity, with major mining companies committed to supporting competitive local suppliers. The country's cement consumption of just 33 kilograms per capita—compared to 250-700 kilograms in comparable developing nations—indicates substantial growth potential as PNG pursues $55 billion in planned infrastructure projects.Government support has been comprehensive, with Pacific Lime & Cement securing PNG's first industrial Special Economic Zone status, providing 10-15 years of corporate tax relief. Community Development Agreements ensure local participation through infrastructure investment, employment, and equity participation.Construction of the $80 million phase one is underway with an 18-month timeline, funded entirely through equity to maintain operational flexibility. Management projects $150-200 million EBITDA at full development, with export potential to Australia where the company maintains significant shipping time advantages over traditional suppliers.The integrated approach positions Pacific Lime & Cement to serve PNG's entire construction value chain while establishing a platform for regional expansion.Sign up for Crux Investor: https://cruxinvestor.com 

The managed services provider (MSP) market is experiencing a paradoxical trend where revenue is increasing while the number of providers is decreasing. According to Canalys data, global managed services revenue surpassed half a trillion dollars in 2024, reflecting a year-over-year growth of 9.7%. However, the number of channel partners has slightly declined by 0.6%, with large MSPs rapidly acquiring smaller ones. This consolidation trend has led to a significant shift in the market dynamics, where smaller MSPs struggle to compete against larger firms that possess superior resources and pricing power.To survive in this competitive landscape, smaller MSPs must adopt focused strategies, targeting specific customer segments or industries. By doing so, they can achieve higher profit margins, with specialized MSPs reporting EBITDA percentages between 15% to 30%, compared to just 7% for those lacking focus. The article emphasizes that smaller MSPs have several options: they can sell to larger firms, acquire smaller peers, focus on niche markets, or leverage partnerships to remain competitive. The reality is that the middle tier of MSPs is rapidly disappearing, and those who attempt to serve everyone may find themselves at a disadvantage.In addition to the MSP market dynamics, the podcast discusses recent legislative developments, including Michigan's new laws addressing deepfakes, which make it illegal to create AI-generated sexual imagery without consent. This reflects a growing trend across the U.S. to combat nonconsensual abuse imagery, with most states now having similar laws. Furthermore, the U.S. Treasury has imposed sanctions on individuals and entities linked to North Korea's illicit IT worker schemes, highlighting the security risks posed by fraudulent practices in the tech industry.The episode also covers the latest advancements in AI-powered security solutions from various vendors, including Thrive, Addigy, Arctic Wolf, and Acronis. These companies are rolling out new services and products designed to enhance security operations and protect data. The overarching theme is that as technology evolves, the risks associated with it are also increasing, and IT service providers must adapt to these changes by offering value-added services that help clients navigate the complexities of compliance and security in a rapidly changing environment. Four things to know today 00:00 MSP Market Expands to $500B as Provider Count Shrinks Amid Rapid Consolidation04:10 From Abuse Imagery to Supply Chain Threats, Regulation Struggles to Keep Up With Emerging Risks07:45 AI Everywhere: Thrive, Security Vendors, OpenAI, and Microsoft Redefine Service Provider Playbook12:39 D&H and Nutanix Growth Signals Services-Led Future as Distributors and Vendors Push Into MSP Territory This is the Business of Tech.     Supported by:  https://scalepad.com/dave/ https://cometbackup.com/?utm_source=mspradio&utm_medium=podcast&utm_campaign=sponsorship  All our Sponsors: https://businessof.tech/sponsors/ Do you want the show on your podcast app or the written versions of the stories? Subscribe to the Business of Tech: https://www.businessof.tech/subscribe/Looking for a link from the stories? The entire script of the show, with links to articles, are posted in each story on https://www.businessof.tech/ Support the show on Patreon: https://patreon.com/mspradio/ Want to be a guest on Business of Tech: Daily 10-Minute IT Services Insights? Send Dave Sobel a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/businessoftech Want our stuff? Cool Merch? Wear “Why Do We Care?” - Visit https://mspradio.myspreadshop.com Follow us on:LinkedIn: https://www.linkedin.com/company/28908079/YouTube: https://youtube.com/mspradio/Facebook: https://www.facebook.com/mspradionews/Instagram: https://www.instagram.com/mspradio/TikTok: https://www.tiktok.com/@businessoftechBluesky: https://bsky.app/profile/businessof.tech

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

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

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