Podcasts about sba

This episode was sponsored by Cardiff as well as Duggins Welding & Weswy Beard Co   LightSpeed VT: https://www.lightspeedvt.com/ Dropping Bombs Podcast: https://www.droppingbombs.com/ This Dropping Bombs episode delivers bootstrapped fire with Zach Burick, the CEO who went from food stamps and moving 25+ times as a kid to buying his boss's $4M steel company on a $60K salary.   Zach breaks down the SBA loan playbook, leveraging everything to triple revenue to $12M+, and why getting uncomfortable in rooms you don't belong in changes everything. From $20/day at golf courses to building generational wealth through steel, beard products, and golf apparel—he proves ignorance is bliss when you're willing to go all in.   This conversation is the blueprint for anyone willing to bet on themselves. Stop doubting, start doing. Your empire starts here.  

Kate Juozaitis, founder of Clay Therapeutic Services and Lift As You Climb Coaching, a dual practice that supports mental health clients and corporate leaders who want to grow, heal, and perform at a higher level.Through her group therapy practice, executive coaching, corporate wellness work, and consulting, Kate guides individuals and organisations to navigate stress, purpose, leadership, and the inner shifts required to thrive in demanding environments.Now, Kate's journey of running two businesses at once, or as she describes it, carrying the corpse while trying to birth the baby, demonstrates what it looks like to stay committed to purpose while balancing the spinning plates of entrepreneurship.And while leaning into her own transformation so she can be the best example of what is possible, she continues to pour into others through retreats, coaching programs, her SBA community, her WBE certification circles, and the baddie women of her bougie brunch club.Here's where to find more:Claytherapeuticservices.comLiftasyouclimbcoaching.com https://www.linkedin.com/in/kate-juozaitis-17935811?utm_source…________________________________________________Welcome to The Unforget Yourself Show where we use the power of woo and the proof of science to help you identify your blind spots, and get over your own bullshit so that you can do the fucking thing you ACTUALLY want to do!We're Mark and Katie, the founders of Unforget Yourself and the creators of the Unforget Yourself System and on this podcast, we're here to share REAL conversations about what goes on inside the heart and minds of those brave and crazy enough to start their own business. From the accidental entrepreneur to the laser-focused CEO, we find out how they got to where they are today, not by hearing the go-to story of their success, but talking about how we all have our own BS to deal with and it's through facing ourselves that we find a way to do the fucking thing.Along the way, we hope to show you that YOU are the most important asset in your business (and your life - duh!). Being a business owner is tough! With vulnerability and humor, we get to the real story behind their success and show you that you're not alone._____________________Find all our links to all the things like the socials, how to work with us and how to apply to be on the podcast here: https://linktr.ee/unforgetyourself

Sylvia Pizarroso is a finance veteran with over 30 years of experience in commercial and business banking. Known for her expertise in business development, client relationship management, and risk mitigation, Sylvia has a strong background in credit analysis, cash management, and SBA lending. She has served as a trusted advisor to businesses of all sizes throughout her career. Sylvia holds a bachelor's degree in business administration with a concentration in Finance. In April 2024, Sylvia joined the OCIE Small Business Development Center (OCIE SBDC) as the Finance Center Director. She came to the SBDC after a distinguished 14-year tenure at JP Morgan Chase, where she held several leadership positions, most recently as Executive Director in their Commercial Banking division. As Finance Center Director, Sylvia leads a team dedicated to providing critical financial support and guidance to small businesses. Her leadership extends to the community as demonstrated by her service as the 2022-2024 Board Chair of the Orange County Hispanic Chamber of Commerce. Deeply committed to empowering Latino youth, Sylvia is actively involved in mentoring and community outreach. She serves as the Mentorship Program Advisor for the Orange County Hispanic Youth Chamber of Commerce and is a board member of the Orangewood Foundation, an organization supporting youth transitioning out of the foster care system. An immigrant from La Paz, Bolivia, Sylvia's personal journey embodies the American dream. Her drive and dedication have fueled her success, and she is passionate about helping others achieve their professional and personal dreams. Sylvia is married and has two children, Michelle and Luke.   -- Critical Mass Business Talk Show is Orange County, CA's longest-running business talk show, focused on offering value and insight to middle-market business leaders in the OC and beyond. Hosted by Ric Franzi, business partner at REF Orange County. Learn more about Ric at www.ricfranzi.com.

There's a common belief that selling a business is the ultimate jackpot—a one-time windfall that guarantees wealth and success. But is that the reality?   In this episode I sit down with David C. Barnett, three-time best-selling author, entrepreneur, and former business broker, to unpack the realities behind buying and selling small and mid-sized businesses. David's journey began in advertising sales before he launched multiple ventures, including a commercial debt brokerage. That path eventually led him into business brokerage and private transaction consulting, where he has spent more than a decade advising entrepreneurs around the world. Drawing from his experience as the author of How to Sell My Own Business and seven other books, David challenges the common myths around exits. We discuss: Why selling a business is often a strategic outcome, not a guaranteed jackpot What actually makes a business sellable How leverage, risk, and market timing influence outcomes Why many owners misunderstand market dynamics The evolving role of technology in business transactions How to build a company that is transferable, even if you never intend to sell This conversation is practical, direct, and grounded in real-world deal experience. Whether you are planning an exit, considering an acquisition, or advising business owners, David offers insights that may reshape how you think about preserving and transferring business value. In this episode, you will: Learn how AI tools can speed up deal sourcing and buyer profiling Understand how to assess and manage risk when financing a business purchase Hear the limitations of exit planning and the importance of execution   Highlights: (00:00) Meet David C. Barnett (02:18) Exit planning reality check (09:57) AI and valuation (18:32) Overpriced listings & unrealistic expectations (20:48) Shifting buyer demographics (26:38) SBA leverage: low defaults, big hidden risks (35:56) Seller financing, internal successors, and trust-based deals   Resources: For past guests, please visit https://www.defendersofbusinessvalue.com/ Follow David: https://www.linkedin.com/in/davidbarnettmoncton/  Explore his website: www.DavidCBarnett.com Subscribe to his YouTube: https://www.youtube.com/@DavidCBarnett Learn more about Advantage Liquidity Partners Ltd.: https://www.businessandassetvalues.com/  Follow Ed: Connect on LinkedIn: https://www.linkedin.com/in/edmysogland/ Instagram: https://www.instagram.com/defendersofbusinessvalue/ Facebook: https://www.facebook.com/bvdefenders

In this episode, the hosts analyze a $36M Florida-based vertically integrated countertop business with strong EBITDA—but big risks tied to real estate, cyclical new construction, and questionable growth potential.Business Listing – https://www.bizbuysell.com/business-opportunity/premier-vertically-integrated-countertop-manufacturer-and-installer/2375304/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

In-house maintenance can transform a property management company — or create operational chaos. So how do you know when it makes sense? In this episode, Marc Cunningham sits down with Melissa Sharon of FirstRate Property Management (1,200 doors in Boise, Idaho) to break down the real pros and cons of running in-house maintenance. Melissa shares how her team structured a separate maintenance division, why quality control and response time improved, and how it became a profitable arm of their business. They also dive into strategic planning retreats, taking a leadership team to Mexico after hitting growth goals, buying a company from the previous owner through an SBA loan, and what it looks like to run a 28-person company with your spouse. If you're debating bringing maintenance in-house, planning your next growth phase, or thinking about long-term ownership, this episode offers practical insight from someone who's done it. 1st Rate Property Management Upkeep Media: Get a free property management lead gen analysis Property Manager Websites - the highest performing property management website in the industry Venderoo- An always-on AI teammate to handle all aspects of maintenance Lead Simple - manage more doors with less stress using LeadSimple Rentvine - the property management software you can trust   Lending One - real estate loans for investors   Reconcile Daily - corporate & trust accounting experts   PMbuild - Marc's education for property managers   Denver Property Management - Grace Property Management website This podcast is produced by Two Brothers Creative.

What does it take to build a profitable hydrotherapy spa brand in three different markets and scale it to $10 million in annual revenue? In this episode, Harmony Oschefski and Cedar Hwang share how the bodhi spa grew from a bold idea sparked in Maui to a multi location wellness company rooted in contrast therapy, operational discipline, and community driven growth. We explore how sauna culture, cold plunge therapy, and a thoughtfully designed water journey can become the foundation of a scalable spa business model. This conversation goes beyond wellness trends and dives into infrastructure, financing, Department of Health compliance, maintenance systems, staffing strategy, and brand positioning in a rapidly growing wellness economy. What You'll Learn: How to design a hydrotherapy spa business model that balances water journey revenue with massage and facial services Why contrast therapy and cold plunge trends are only sustainable when supported by serious infrastructure and maintenance systems What it takes to secure SBA financing for a first time concept and how to successfully appeal a denial How to scale from one spa location to three while maintaining brand consistency and operational excellence Why weekly pool draining, state of the art filtration systems, and a dedicated maintenance manager protect long term profitability Episode Highlights: 03:12 – Growing up with sauna culture and cold plunges in Nova Scotia 11:48 – The Maui moment that sparked the bodhi spa business idea 18:27 – Getting denied for SBA financing and how they successfully appealed 26:04 – What a hydrotherapy water journey includes and why contrast therapy works 34:15 – Rebuilding the entire operating model during COVID to satisfy Department of Health requirements 41:22 – Scaling to Providence and Norwood and what changes with each new market 47:36 – Why weekly pool draining and a full time maintenance manager are non negotiable 53:18 – Reaching $10 million in revenue and building infrastructure for long term brand sustainability   Meet the Guests: Harmony Oschefski is Co Owner and Managing Partner of the bodhi spa. With a background in life sciences and functional health, she brings a complementary wellness perspective to spa development and operational strategy. Cedar Hwang is Co Owner and Managing Partner of the bodhi spa and a former 12 meter yacht captain. Her leadership experience and operational discipline inform the systems, staffing, and execution behind the brand's growth. Together, they have built three bodhi spa locations across New England and employ nearly 100 team members. Tools, Frameworks, and Strategies Mentioned: The bodhi spa Water Journey hydrotherapy circuit Contrast therapy using sauna and cold plunge sequencing SBA financing and structured loan appeal strategy Dedicated maintenance management with weekly full system resets Infrastructure first scaling model with General Managers at each location State of the art filtration, HVAC, and pool monitoring systems Gender inclusive design and dual temperature cold plunge strategy Closing Insight: The bodhi spa's growth story shows that the wellness industry rewards both inspiration and precision. Sauna culture and cold plunge therapy may attract attention, but long term success depends on disciplined maintenance, regulatory compliance, staff training, and operational infrastructure. As Harmony shares in the episode, the goal was never just to open a spa. It was to build a company that could stand on its own.   Looking for expert advice in Spa Consulting, with live training and online learning? Spa Consulting: wynnebusiness.com/spa-management-consulting Live Training: wynnebusiness.com/live-education Online Learning: wynnebusiness.com/spa-management-courses Other Links: Visit the bodhi spa at https://thebodhispa.com/Connect with the bodhi spa: https://www.instagram.com/thebodhispa/ Follow Lisa on LinkedIn: https://www.linkedin.com/in/lisastarrwynnebusiness, Listen on Apple: https://podcasts.apple.com/at/podcast/starrcast/id1565223226 Listen on Spotify: https://open.spotify.com/show/00tW92ruuwangYoLxR9WDd Watch the StarrCast on YouTube: https://www.youtube.com/@wynnebusiness Join us on Facebook: facebook.com/wynnebusiness/?ref=bookmarks Join us on Instagram: instagram.com/wynnebusiness  

In this episode, the hosts analyze a $36M Florida-based vertically integrated countertop business with strong EBITDA—but big risks tied to real estate, cyclical new construction, and questionable growth potential.Business Listing – https://www.bizbuysell.com/business-opportunity/premier-vertically-integrated-countertop-manufacturer-and-installer/2375304/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

Savanna's out of town, so Tyler did the next best thing — put his boyfriend on the podcast. Meet Ryan: former Broadway mouse, one of Ursula's tentacles, stress tumor survivor, and the man keeping SBA running behind the scenes. We're talking theater school horror stories, how they met, favorite skincare products, and the Barry's Bootcamp incident we will never let him live down. Consider this your official introduction.Shop here now: https://www.savannaboda.com

Send a textWhat if the most powerful financing tool in self-storage has been hiding in plain sight…dismissed, misunderstood, and underutilized by the very investors who need it most? Joe Downs sits down with Anne Mino, Senior Loan Officer at Live Oak Bank, the #1 SBA lender in the country by dollar volume for self-storage loans, to pull back the curtain on what SBA financing can actually do for self-storage investors. Anne reveals how a borrower earning $80,000 a year could qualify for a $1 million acquisition, why no prior self-storage experience is required, and how strategic use of SBA loans can turn $300,000 into a multi-property portfolio. If you've been sitting on the sidelines waiting for the perfect deal or the perfect balance sheet…this episode is your wake-up call. WHAT TO LISTEN FOR3:46 Can a first-time self-storage investor with no experience actually qualify for an SBA loan?11:03 Could someone earning $80,000 a year qualify for a $1 million self-storage acquisition?19:08 How can SBA financing help investors buy and expand a self-storage facility at the same time?23:41 How do experienced investors use SBA loans to build a self-storage portfolio faster?28:21 Does SBA lending really take six months to close a self-storage deal? Leave a positive rating for this podcast with one click CONNECT WITH GUEST: ANNE MINO, SENIOR LOAN OFFICER AT LIVE OAK BANK, SELF STORAGE DIVISIONLive Oak Bank | LinkedIn | Email | 910.550.2297 CONNECT WITH USWebsite | You Tube | Facebook | X | LinkedIn | InstagramJoe Downs on LinkedInBelrose website | Belrose email | Belrose LinkedIn

Send a textEpisode DescriptionCathy Inglis, industry expert in masonry and brickwork, joins Brian Guinan and Simon Clark from SBA to explore the future of brick, block, and masonry in Australian construction. She discusses innovative construction materials, bespoke and architectural brick options, labor challenges, robotics in bricklaying, and strategies to support apprentices and small bricklaying businesses. Cathy also shares her views on the volatility of brick pricing, the complexity of the NCC, and practical solutions to make construction more efficient and sustainable.Episode CoversInnovative brick and block systems for speed and design flexibilityBespoke and architectural bricks, breeze blocks, and custom manufacturingLabor challenges and support for small bricklaying businesses and apprenticesRobotics and automation in brick and block laying for commercial buildsManaging bricklaying costs and industry price volatilityNational Construction Code simplification and practical interpretationSustainability and resilience in masonry applicationsPersonal insights: preferred materials, design approaches, and cultural influencesEpisode HighlightsAlternative brick systems allow interior work while exteriors progress, reducing project timelinesDouble-story inset projects explore structural efficiencies using advanced materialsBespoke bricks and breeze blocks enable unique architectural features while meeting structural and safety standardsMost bricks in Australia are extruded; dry press manufacturing is limitedBrickies Network and ABBTF provide training, education, and support for apprentices and small business operatorsRobotics like the FBR Fast Brick Robot show potential for repetitive commercial builds but still require human inputBrick pricing reflects labor supply and demand; larger companies stabilize costs by employing bricklayers directlyNCC simplification would reduce misinterpretation, with clearer performance requirements preferredCathy shares personal insights: traditional brick, passive solar design, Wallabies supporter, and classic rock music fanPerfect ForBuilders, developers, and pre-construction consultantsMasonry contractors and bricklayersArchitects and designers exploring innovative brick and block solutionsUrban planners and residential construction professionalsAnyone interested in construction efficiency, sustainable materials, and industry trends

Tato Corcoran returns with updates on her ownership of a sink maker that had just $400k in revenue when she bought it.Register for the webinar: Red Flags That Kill or Reshape Deals - TODAY!! - https://bit.ly/4rsjvlaTopics in Tato's interview:Growing her top line revenueFinding a mentor at StarbucksCreating an employee handbookReconfiguring the factory with new equipmentHow she implements extreme ownershipProfit First accountingBeing tied to the real estate marketGoals for her real estate portfolioBeing a woman in manufacturingWhen she may be open to sellingReferences and how to contact Tato:LinkedInBrandt Molded MarbleTato's first interview: When You Buy a Glorified Job, Not a BusinessExtreme Ownership by Jocko Willink and Leif BabinProfit First by Mike MichalowiczGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherLearn more about Walker Deibel's done-with-you buy-side advisory:The Acquisition LabWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

 ¿Por qué un banco tradicional te aprueba un préstamo de $50,000 para un auto de lujo en una hora, pero te hace esperar meses (o te rechaza) si pides ese mismo dinero para crecer tu negocio? En este episodio de Gana Tu Día, nos sentamos con Javier Acosta, ex-banquero de inversión y presidente de PYMES Financial Partners, para destapar la realidad del sistema financiero y exponer las reglas ocultas que mantienen a los pequeños empresarios estancados.

In this episode of the Ag Innovation News Podcast, host Jamie Dickerman speaks with Mary Odekerk, a senior business development officer at the 504 Corporation. They discuss the role of the 504 Corporation in providing SBA 504 loans, the impact of these loans on businesses in Minnesota, and the application process for potential borrowers. Mary shares insights into the eligibility criteria for the program, its relevance to agriculture, and recent changes that may benefit manufacturing businesses. The conversation highlights the importance of understanding financing options and encourages businesses to reach out for assistance.

Neil interviews Darin Deaton, a physical therapist, entrepreneur, and rancher. Darin shares his shift from pre-med toward PT after observing an independent practice owner's lifestyle, his education at Texas Woman's University, and juggling full-time work with graduate school. He describes learning business through an early partnership, then launching his own clinic using SBA financing and a $60,000 investor check that enabled a 1998 seven-figure exit. Darin later built and sold a seven-location Fort Worth PT group (sold in 2024) and runs DPT Therapy. They discuss Deaton Ranch Beef, regenerative ranching, raising Achi/Red Wagyu over Angus, local food systems, health pillars, aging and muscle loss, faith, integrity, and "Make America Grit Again." Links Visit us at www.thecowboyperspective.com More on Darin: deatonranchbeef.com dpttherapy.com   Topics 00:00 Meet Darin Deaton: PT, rancher, and entrepreneur 02:20 From pre-med to PT: choosing a life with family balance 06:34 PT school hustle & how the profession evolved (BS → MS → DPT) 11:34 First clinics & learning business the hard way 14:23 Getting funded: the $60K check that launched the practice 19:05 Debt, integrity, and having your spouse's backing 22:12 First big exit: selling the clinic & discovering equity 25:58 Building a multi-location PT group + becoming the landlord 27:14 Food, fitness, and the origin story of Deaton Ranch beef 35:29 Local food systems, small producers vs big supply chains 38:52 Cattle economics: herd size, restaurant demand, and market cycles 41:39 Wagyu curiosity & the "better-for-you" meat business angle 42:19 Wagyu Experiment Gone Wrong: Chasing Pounds vs. Premium 43:23 Learning the Cattle Game: Associations, Webinars & Old Cowmen 43:50 One-Man Ranch Ops: Working Cattle Solo with Border Collies 44:34 PT vs. Gym: The Full Health Stack (Sleep, Diet, Stress & Genetics) 45:23 Maximum Genetic Potential: The Animal Analogy for Human Performance 46:47 Muscle Mass After 40: Protein, Strength Training & Aging Reality 49:26 Backflips at 59: Athletic Roots, Training Smart & Avoiding Injury 51:53 Mortality, Meaning & Faith: Making the Time Count 56:20 Grit, Failure & Raising Tough Kids in a Softer Culture 01:00:48 Immigration & Opportunity: Lawful Grit, Hard Work, and 'Luck' Excuses 01:03:47 Earning Credibility: Humility, Ranch Hierarchy & Learning to Lose 01:10:38 Integrity When Nobody's Watching: Pride in Craft & Old-School Values 01:14:37 Building Better Horses: Breeding, Cow Horse Prospects & Ranch Standards 01:17:18 Be the Dumbest in the Room: Getting Coached, Taking Ribbons & Growing 01:20:01 Closing Thoughts & Where to Find Darin (Deaton Ranch Beef + DPT Therapy)  

In today's episode, I sit down with business broker and entrepreneur Matt Uhler, who's been self-employed since 17 and has been part of more than 800 business transactions. We talk about the real challenge after success: keeping your purpose once the deal is done. Matt breaks down how buyers think about a company like a recipe, why clean financials and repeatable systems raise valuation, and how real estate can add serious flexibility at exit. We also cover SBA loans as a practical tool for buying income-producing assets, plus the bottleneck problem when a business depends too much on the owner. Connect with Matt Uhler: Instagram – @Ampedsuccess TikTok – @Ampedsuccess LinkedIn – https://www.linkedin.com/in/matt-uhler-a9896612?utm_source=share_via&utm_content=profile&utm_medium=member_ios

Show SummaryOn this episode, we have a conversation Today we're having a conversation with Michael Witt, Community & State Outreach Manager for the DirectEmployers Association. DirectEmployers is a non-profit member association built by employers, for employers, and we talked about how they support their member employers to better serve the military and veteran population as well as how DirectEmployers has worked to become a PsychArmor Veteran Ready OrganizationProvide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestMichael Witt is the Community & State Outreach Manager for DirectEmployers Association (DE). DE is a non-profit member association built by employers, for employers. After 21 years of service with Iowa Workforce Development, including Division Administrator of Field Operations, oversight of WIOA federal programs and state workforce programs, he works closely with DE's 1k+ Member companies to implement strategies for improved recruitment and retention of skilled talent across the country.Links Mentioned During the EpisodeDirectEmployers Association WebsiteDirectEmployers VetCentral Webpage PsychArmor Resource of the WeekThis week's PsychArmor Resource of the Week is the Behind the Mission Podcast episode with Lori Adams, in episode 122. During this conversation, Lori and I talk about the National Association of State Workforce Agencies, the national organization representing all 50 state workforce agencies, D.C. and U.S. territories. These agencies deliver training, employment, career, business and wage and hour services, in addition to administering the unemployment insurance, veteran reemployment and labor market information programs. You can find the resource here:  https://psycharmor.org/podcast/lori-adams  Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on XPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

In this week's edition of the AmiSights Podcast, we're thrilled to have Julie Zarr, Business Loan Advisor at MultiFunding, and her client, Jeffrey Peterson, CEO of The Wash, as our guests. They share the story of their collaboration, the deal they worked on together, and how the right guidance can make all the difference. Jeffrey's journey is truly inspiring, and we're honored to feature it. "I want my employees to have a safe place to come to work. I want them to be prideful in where they're going. Have a living wage and be safe with a group of people that's in. Understand an inclusive environment and then give a quality product to our community." In this episode, Jeffrey Peterson shares how he launched The Wash laundromat in Washington State, detailing his motivation, the challenges he faced, and the support he received through the SBA process while working with Julie Zarr. He also discusses his commitment to hiring individuals with developmental disabilities and building an inclusive, supportive workplace. In addition, Jeffrey explores the practical side of starting the business—from developing a plan and securing funding to navigating construction and community resources to bring his vision to life. Connect with Jeffrey: https://www.linkedin.com/in/thewash509/  Check out The Wash: https://the-wash.com/ Recorded on 1/16/26

If you've ever been denied a business loan, offered sky-high interest rates, or told to "come back later," you're not alone — and it's not because you're failing. In this episode of Black Entrepreneur Blueprint, Jay Jones exposes the uncomfortable truth: traditional banking was never designed for first-generation wealth builders, which puts Black entrepreneurs at a built-in disadvantage before we ever apply for funding. Jay breaks down how banks really decide who gets money, why profitable businesses still get rejected, and what smart entrepreneurs are doing to position themselves for funding anyway. He also tackles the big questions — is the system rigged, should Black entrepreneurs boycott banks, and what real funding options exist outside SBA loans — and shows you how to stop guessing and start playing the money game the right way. SEE IF YOU'RE READY TO GET BUSINESS FUNDING: Take The Short 60-second Quiz and Find Out Immediately  www.GetFundingReady.com

Jason Hull, the founder and CEO of DoorGrow, discusses with Ashton Thomas the concept of marrying private equity with property management operations. Ashton Thomas is a third-generation real estate broker in Central Florida, she got her real estate license right after graduating high school and, in February 2019, opened her own brokerage. She decided to start her own brokerage and grew to about 25 agents, but she realized she preferred property management and did not like dealing with realtors and their recurring issues, and shifted her focus after property management "fell into her lap" when employees from a failing company approached her You'll Learn (00:45) Introduction and Ashton Thomas's Background  (03:46) The Audacity to Start a Brokerage at 23  (07:16) The Marriage of Private Equity and Property Management  (07:42) Benjamin Hardy's "Science of Scaling"  (12:31) Understanding Private Equity and the Roll Up Strategy  (17:58) The Advantage of Property Managers in Roll Ups  (19:10) Advice for Getting into Private Equity  (22:29) Raising Capital and How to Connect with Ashton Thomas Quotables "I've been thinking too small. That's why it's been so hard." "That's like entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything." "The slowest, absolute slowest path to growth is to do it alone." Resources DoorGrow and Scale Mastermind DoorGrow Academy DoorGrow on YouTube DoorGrowClub DoorGrowLive Transcript Jason Hull (00:00) All right, five, four, three, two, one. Hello everybody, I'm Jason Hull, the founder and CEO of DoorGrow, the world's leading and most comprehensive coaching and consulting firm for long-term residential property management entrepreneurs. For over a decade and a half, we've brought innovative strategies and optimization to the property management industry. At DoorGrow, we are on a mission to transform property management business owners and their businesses. We want to transform the industry.   eliminate the BS, build awareness, change perception, expand the market, and help the best property management entrepreneurs win. Now, let's get into the show. All right, so my guest today is Ashton Thomas. Welcome, Ashton. Ashton (00:43) Thank you for having me. Jason Hull (00:45) So Ashton is a client of ours, but she also is a badass. And so Ashen, I would love for people to get to know you a little bit, share a little bit of your background. How did you get into real estate and property management and all of this?   Ashton (01:02) Yeah, absolutely. So I'm actually a third generation real estate broker in central Florida. My granddad started in Orlando like way back in the 60s. ⁓ Both my dad and my granddad, a lot of my uncles, they're all builders. So just kind of grew up in that real estate world. I was on a job site from when I was very little. ⁓ And so I always just had a love for homes, real estate, just   the whole nine years. When I was wrapping up high school about to go to college, my parents suggested, I always had like an entrepreneurial spirit, and my parents suggested that I get my real estate license. And I was like, you know what, it can't hurt to have that. So I went ahead and took the class, got the licensing as soon as I graduated high school. So I was actually a licensed realtor already working before I started my freshman year of   college. ⁓ Real estate has been so fascinating because I've been able to see so many changes over the last 12 years since I got into the industry. I started with new home sales construction, actually working for my parents, ⁓ really learned about what it took to run a sales center. And then I switched to traditional real estate, like what you think of a realtor doing now. ⁓ From there, I ended up opening my own brokerage.   Jason Hull (02:03) Wow.   Ashton (02:28) ⁓ in February of 2019. And then property management really just fell into my lap. There was a company that was going out of business because the owner was embezzling funds. And their employees actually came to me and said, you know, we would like to work with you. We'd like to work for you. And we're bringing these clients. So   I had never written a lease, seen, really even put my eyes or hands on a lease, never. This was two years ago, roughly. ⁓ And like just didn't have any property management experience at all. Figured out that we needed to get some systems in place right out of the gate. And I really took the next year, year and a half.   Jason Hull (02:59) how long ago.   Okay.   Ashton (03:22) to develop those. And Jason, you've been so instrumental in helping us succeed in those systems. You helped us identify the holes in our business and really figure out what we needed to do. ⁓ So at the time that I had brought on the property management side, and when I say property management for us, we do both long-term property management and short-term vacation rental. So I two separate sister companies that operate.   Jason Hull (03:51) Yeah.   Ashton (03:51) So ⁓ at the time I had roughly about 25 realtors that worked for me under the brokerage. I had really developed that, grown that. We were one of the largest Zillow Premier agent teams in central Florida at that time.   Jason Hull (04:13) Wait, can I ask you question about that?   Not very many agents start their own brokerage. What? mean, how, do you mind me asking age here? How old were you you started your brokerage and what gave you the audacity to decide to do this big thing?   Ashton (04:19) Mm-hmm.   I was 23 when I started my brokerage and the funny part was is I actually wanted to buy a brokerage first and I had this is a wild story you'll love this so you know you look back and you say what was I thinking like I had some guts and one of those stories   Jason Hull (04:33) Okay, go ahead.   Okay.   Okay.   Yeah   Ashton (04:55) So I had initially gone to this guy's office, he had four branches, local real estate agent, or a local real estate brokerage. I'd ⁓ developed his brokerage over like 50 years, had over 200 agents working for him. And I walk in and I asked to speak with the broker. He was there, they put me in the conference room. He thought that I wanted to become an agent working for him. Yeah. And I said, no, sir, I want to buy your company.   Jason Hull (05:19) That's the default.   my god.   Ashton (05:25) And   like, this was a total cold call. Like I had never talked with him before, never met him before. I ended up negotiating a price for the company ended up getting securing SBA financing. Everything had lined up so perfectly. And then a couple of weeks before we were actually going to be making it official. He decided that he wanted to, to sell his brokerage to a family member and not go through with me. And so.   Jason Hull (05:53) Wow.   Ashton (05:55) Honestly, in hindsight, that was the best thing that could have happened. I had no business running that large of a brokerage at 23 years old with no experience. ⁓ Over 200. Yeah. And I had secured a price for 2.4 million for the company. So with an earn out and it was just, it was going to be an insane deal if I could have like actually done that. But ⁓ I was   Jason Hull (06:05) How large was it? How many Asians? Okay, yeah, I mean massive, yeah.   Ashton (06:24) You know, everything happens for a reason. coming off of like the adrenaline rush from that not happening, I was like, you know what? I'm just going to start my own. Why not? So that's how I started when I was 23.   Jason Hull (06:26) Yeah.   Yeah.   I mean,   starting your own brokerage at 23 doesn't sound as crazy if you were already trying to buy 200 agent brokerage. Like, I'll just, you know, step it back a little bit.   Ashton (06:49) Mm-hmm.   Yes,   let's like crawl before we run. Oh, so that was originally what I wanted to do was just build up a massive, brokerage with lots of agents. And I thought that in my head was the dream. No, for me, it was not. I had grown to about 25 agents, like roughly like steadily and kept that number for a while. I realized that I   Jason Hull (06:56) Yeah. ⁓   Yeah.   Mm-hmm.   Ashton (07:21) to not like dealing with realtors and their issues over and over and over again, every day in and day out. It became like kind of toxic to me at least. And I went through and slashed a lot of agents jobs here ⁓ because it was either performance issues, attitude issues, whatever it was, they just were not the right fit for us. I ended up keeping a core five. ⁓   Jason Hull (07:32) Yeah.   Ashton (07:47) and they are phenomenal people with good ethics and good business sense who care about their clients and represent me and my company very, very well.   Jason Hull (07:58) What do feel like gave you the clarity to make that transition? Like, did you just wake up one morning or like, I don't like a lot of these people? Or how did you get clarity on what you really want?   Ashton (08:09) ⁓ One of the things was I told my office manager, I was so frustrated one morning, I told her, said, if one more person asks me another stupid question, I am gonna lose my mind. So I was fed up, I just couldn't deal with it anymore.   Jason Hull (08:23) Okay, we're just fed up.   Yeah, yeah. So I know when, when did that fit with you joining DoorGrow? Because I know you had worked on culture and we'd helped you figure out kind of what mattered to you and like, that align with, was that before you came on board? Was that after? When did you let go of all the... Okay. You don't move slow on anything, it sounds like.   Ashton (08:45) I don't want the same time. Yeah.   I try not to. I try not to. Honestly, I feel like that's where things go to die is if you move slow.   Jason Hull (08:57) Got it, yeah, right. Okay, cool, quick action taker. So obviously a very driven personality type. ⁓ And I know the topic that we were planning to talk about today is the marriage of private equity and property management, capital meets operations. So let's get into that. Again, you have big goals, big crazy goals.   Ashton (09:05) Thank you.   Yes.   Jason Hull (09:27) that sound pretty insane to most people. But you know, the people that are bold, that have the audacity to go after these big things, achieve big things. So what are you up to now?   Ashton (09:39) Yeah, so there's actually a great book by Dr. Benjamin Hardy. He has he's written like several and I know you're a big fan of Dr. Hardy's as well. He talks about like those impossible goals and how you really should and actually that one of his latest books, The Science of Scaling, is ⁓ really spurred me to action and not just having like a 10 year time frame, but like a three year time frame. And I can condense these goals.   what I want to do kind of vaguely into really specifics and get it done now. ⁓ So yeah, I would highly recommend anybody listening to also read his books.   Jason Hull (10:20) Yeah, agreed. Phenomenal book. I got to hear him speak down in Mexico and he hadn't released his book yet. And I was with a bunch of entrepreneurs that spent a lot of money to be there. And he all just walked out of the room with their mind blown. We were all just like, ⁓ I've been thinking too small. That's why it's been so hard. And it actually gets easier to grow and scale your business when you start thinking outside of your current mental limitations, which means it has to be something unrealistic or impossible.   Ashton (10:36) Mm-hmm.   Jason Hull (10:49) So that's been a game changer. I've done some episodes talking about this, but same thing for us. Like we've got some big things we're doing this year that are probably a bit ridiculous. And I don't know if we can pull it off, but if we do, DoorGrow will be the dominant player in the industry. And I already feel like we're a leader or leader, but this will be a game changer, some of the stuff that we have planned. And I've talked about it on previous episodes, just a little bit, what we're thinking of doing.   But I think it's going to be some of these things are going to be game changer. and we've got so many irons in the fire right now, like we move fast and it's bit crazy, but that's where the fun is too, right? In business. So I'd rather be lit on fire with too many ideas than be stuck. And I've been that way before where I'm like, what should I do next? know, I work on.   Ashton (11:35) That's like   entrepreneurs worst nightmare is to be feeling stuck and feeling like I'm not moving and I'm not getting traction and I'm not accomplishing anything. That is like absolute hell for us, isn't it?   Jason Hull (11:45) Yeah.   Yeah, I usually joke that entrepreneurs don't care about being happy or sad. They care about whether they're in momentum or whether they're stuck. And when we're stuck, damned, blocked, frustrated, that is hell. That's like, that's hell for us. We're miserable. And yeah, and it kills our motivation, everything. But when we're in momentum, that's the drug we crave. We want to feel like we're making progress and moving forward. And so   I'm that drug dealer. That's what I give out to clients. Like I'm like, let's go. That's hopium. So got to give them some hope. And then they're excited and believe they can do it. But yeah, if you believe you can do something big and you've got a big vision, a big dream, yeah, you start to find new pathways. You start to find new ideas. And so you're working on some crazy stuff. So let's talk about capital meets operations. How do we marry private equity with property management? And could other property managers do this?   Ashton (12:21) You do.   Jason Hull (12:47) excited to hear.   Ashton (12:47) Yeah,   absolutely. So I started in the private equity world really recently. It was like January of this year. And I feel like I've just been drinking out of a fire hose, like learning and being in, I've just made sure to put myself in the right rooms where I'm just like absorbing knowledge and information and wisdom from people and family offices that have been doing this so much longer than I.   Jason Hull (13:13) You've been really focused on learning the private equity space, which a lot of people, that's like some crazy thing they don't really maybe even understand. They're like, oh, don't know how it works. And you decided, hey, want get in on this.   Ashton (13:25) Yeah. ⁓ go   ahead. What was that?   Jason Hull (13:30) You said, I want to get in on this and learn about this and started figuring it out. All right, I'm going to plug our sponsor real quick, who you use, Vendoroo. How's it going with Vendoroo?   Ashton (13:33) Yes. ⁓   And here's amazing. We love them. They they honestly they take care of everything. They're really good about communication. I think they're they're phenomenal. They've been a game changer for us for our day to day ops.   Jason Hull (13:54) Okay, cool. I mean, it's So let me read this and then we'll get back into the show. So many of you tell me that maintenance is probably the least enjoyable part of being a property manager and definitely the most time consuming. But what if you could cut that workload by up to 85 percent? That's exactly what Vendero has achieved. They've leveraged cutting edge AI technology to handle nearly all of your maintenance tasks from initiating work orders and troubleshooting to coordinating with vendors and reporting.   This AI doesn't just automate, it becomes your ideal employee, learning your preferences and executing tasks flawlessly, never needing a day off and never quitting. This frees you up to focus on the critical tasks that really move the needle for your business, whether that's refining operations, expanding your portfolio, or even just taking a well-deserved break. Don't let maintenance drag you down. Step up your property management game with Vendero. Visit vendero.ai slash door grow.   today and make this the last maintenance hire you'll ever need. All right, cool. So let's talk about this private equity stuff. Help me understand what it is. I'm fairly ignorant, so.   Ashton (14:59) Hmm   So basically, I mean, it's a very big term, private equity, and it can span over so many different asset classes. And I think that's one of, I'm sidetracking a little just a minute, but like, I think that's one of my favorite parts about the private equity and PE industry is because you can meet somebody in your same asset class and they're doing something totally different. Like for instance, you know, what you're teaching Jason with the property management and like these operators and entrepreneurs who are   owner operators really, you're teaching us the same framework and we're doing the same exact thing, which there's nothing wrong with that. That's great. That works. It's systemized. In private equity, it's all wild cards. There's a lot of structure to it, but at the same time, everybody can be doing something different. And you're not in competition truly because you all have your own unique spin on it. So it's cool. But what it means is that ⁓ if, so our firm,   we bring in investor capital, ⁓ either through debt or equity. And then our investors trust us. We let them know like what we're investing in. usually have like a it depends on the type of investment. So I try not to get too technical here. It depends on the type of investment, but we let them know, hey, we're investing in XYZ companies, or we're investing in hard assets with like purchasing real estate that meet these certain criteria. So instead of   these investors taking their money and putting it into the stock market, they are putting it with private firms because the stock market is the public equities. then private equity is these private individually owned firms ⁓ that I mean, you have really large ones like BlackRock and Blackstone and ⁓ all of those. And then you have a lot of small ones like myself who are just getting off the ground. We don't have a lot of assets under management yet.   But as we develop that investor base, we're just going to keep that ball rolling and continuing.   Jason Hull (17:04) Yeah, so there's booty   firms, there's gigantic ones, there's lots of different categories of asset classes that they might be involved or invested in. And so somebody can pick a private equity company or something to partner with or get involved with that kind of is involved with the asset classes that they feel comfortable.   Ashton (17:23) Yeah,   absolutely. like, there's some, ⁓ like for us, we're real estate based and specifically Florida based real estate. There's, have friends who own hedge funds and that's all they do is hedge funds and specifically in like just in gold or in like just in commodities. We, there's people who are running funds based on really specific short-term rentals or within a five mile radius of national parks. So it gets down really, really, really specific.   ⁓ Up until like you large firms with very large funds and they have a diversified asset class over You know, they have hedge funds. They they're doing running venture They're doing ⁓ you know Secondaries they're actually in like the private equity sphere there. So it just really depends on on the firm itself and you want to make sure as if there's any investors listening you want to make sure that ⁓ your you fit with   how that firm is treating your money and running your money, and that it aligns with your goals, obviously, not just monetarily, but also with what they're investing in.   Jason Hull (18:32) Right, got it. Okay. And so how can property managers start to get involved in this and create this marriage? What are you doing?   Ashton (18:43) Yeah, so we're kind of doing it a little bit backwards. Most private equity firms, they start with raising capital and then they're going out and buying the asset and then they're outsourcing their vendors. So one of those vendors being property management and that's really where the gains and losses are happening is in the daily management style there. Then they realize and typically restructure   that they could be making more money. They could be increasing their bottom lines and everything else with that management. Everything hinges on the management when you're talking like hard assets in real estate, whether that's multifamily commercial, you know, residence, whatever it is. ⁓ So when they bring it in-house, they are restructuring. And there's also been a huge problem with   Jason Hull (19:36) Yeah.   Ashton (19:41) And I've been hearing this lately, huge problem with investor capital really not being watched out for by these firms because they're outsourcing all their vendors. What we did instead is I had already have the acquisition engine through our brokerage. We've already got all the systems set up in place for our property management firms, both short and long. Now we added the private equity firm. I have a series 65. So we're actually a state registered   Jason Hull (19:51) Right.   Ashton (20:10) like investment advisory firm for true asset management on the back end, which a lot of private equity firms do not have that. And then we added the capital. So we literally just did it backwards. And now we're focused on acquiring not only hard assets with cash flowing tenant occupied portfolios that meet certain metrics. We have to have a certain   Jason Hull (20:12) Okay.   Okay.   .   Ashton (20:37) IRR, we have to have a certain cap rate and a certain cash on cash return to even peak our interest. The other thing that we're buying is property management businesses. So we are working on acquisitions right now. We just completed one last week and we've got two more in the hopper. So we are going in and offering these off-market portfolios, know, minimum 20 up to, you   We have no limit on how many we'll buy, like minimum 20 units and we want creative financing. So we want to structure the deal where the seller and the owner is holding the majority of that note. We're using investor capital for the down payment. We're saving some to hedge for ⁓ reserves and we're going in and buying these companies to add to our revenue and our to our bottom line.   Jason Hull (21:35) I love it.   Ashton (21:36) Roll   up. That's the name and the term that's used in the private equity space is roll up.   Jason Hull (21:42) Roll-up, got it. So I've seen some of these companies in the past. I had a client, he eventually exited and sold his business to Home River Group. He had like 2,000 doors. So then he was kind more of a partner in Home River Group, 30,000 eventually. And he became kind of a consultant that would come in and these roll-ups that were being done in some instances, because they did it the reverse way from what you did, they thought they could just throw money at the problem.   So they went and acquired a whole bunch of property management companies. Sometimes, like some companies would acquire like 10,000 doors. Then they would fire like 7,000 of them because they realized there was so much garbage and it was difficult to manage. And then they thought they could just put in or install a property manager in and then the business would just run. But no real leadership for the boots on the ground. And so they would bring him in as a consultant. He would go in, fire everybody.   Ashton (22:34) Mm.   Jason Hull (22:42) organize a team, build a business and act as an interim CEO till he got the thing healthy and running. And he would make a lot of money because they were losing a lot of money trying to make this work. And people don't realize how hard property management can be. And so I think, yes, property managers have an advantage because they have the hardest piece of this entire puzzle, it sounds like.   Ashton (23:05) Yeah, it definitely is because you're dealing with you're dealing with tenants, you're dealing with the day to day your you are the boots on the ground. So that is why it is so important before we started any of this, I wanted to make sure that we had the proper systems in place that we could scale 500 more doors without blinking an eye. That is where you have to have that mindset and like you have to know what's going on before adding because when you just add   doors and just think that exactly what you said add doors and thinking that that's just going to like solve your problem you're just multiplying your problem whatever problems you have at 20 doors is going to be 10 fold at a thousand doors or more so ⁓ and more just doesn't necessarily equal better and that is one reason like in our contracts we actually do have clawbacks so if we do end up getting rid of owners that just aren't a fit   our purchase price is reduced down from the seller. So it gives the seller an incentive to ensure that they're selling us a good.   Jason Hull (24:11) Got it, yeah, that's important to have all that's in any sort of acquisition deal. So for other property managers that are looking to get into private equity and they're looking at maybe starting to do this, because they're like, you know what, I've got a healthy property management company, we've got the systems in place, is there somebody that I can partner with on this that already knows how to do it or can I go and learn to do this?   What would you say between those two options and where would you send them?   Ashton (24:43) Really? It depends on the person. This isn't for everybody. know, you, what I would recommend, and this is honestly what I tell anybody, no matter what business they're in, if they're thinking about growing, where do you want to be in three years? And let's reverse engineer it from there. So if you want to, like for us, our, our plan is to roll up to about 5,500 doors and then exit. So   Jason Hull (24:45) Yeah.   Got it.   Ashton (25:12) I already knew where I wanted to be. And so like, I wanted to exit at a certain amount. So I was like, how do I get to this amount? And then I just backed it up from there. ⁓ but that's, everybody's going to have a different goal. So I would highly recommend just like starting with that initial goal. that's, if that goal is freedom, if it is like, you want to be able to exit, you want to have, you want to just run a massive company, whatever it is, start there and then figure it out backwards.   Jason Hull (25:21) Okay.   Ashton (25:41) As far as bringing on capital and investor capital, whether they want to partner with somebody or if they want to like bring on debt, that's also a comfort level thing. ⁓ And it also depends on like what you and that other person that's bringing in the capital agree to and what you both feel like is the optimal solution. But before doing that, definitely educate yourself and find someone ⁓ either as a consultant like   Right now I am doing a little bit of consulting work for ⁓ different ⁓ funds as well as like companies like, you know, like what we're doing ⁓ for, you know, to help them with what their goals are. Let's back it up and then let's go from there. And like just adding some advice and getting them in touch with the right people that they need as far as connections. Analysts, numbers are so important when you're talking with investors.   You can't just be like, I think it's going to make this an investor, especially a sophisticated one is not going to go for that. Maybe friends and family will what I call country club money, but ⁓ a sophisticated investor, absolutely not. They're going to want to see a pro forma. ⁓ So there's so many steps involved before you ever, ever, ever bring on a dime of investor capital. So.   Jason Hull (26:51) Yep.   Ashton (27:09) I'm sorry, that's not like a ⁓ space.   Jason Hull (27:10) So, well, it sounds like   the path is maybe this. Like if you're a property manager first, you got to get your side of the room clean. You got to get your business tight. You got to get operations working, maybe reach out to DoorGro, get a little help, but you got to get things really well dialed in because it doesn't make sense to go start playing with other people's money and be on the hook for other people's money and investors.   Ashton (27:20) Yes.   was not.   Jason Hull (27:36) if you don't really feel like you have the ability to scale, you don't really feel like you can handle stuff, because if once money starts flowing and doors start adding, then if your stuff is okay, it's going to be stress tested and probably not okay. So that's probably first. Next, they need to learn about private equity, figure out that game, and then even once you figure out how that all works, then you've got to get good at selling it, which you are already a natural, you know...   Ashton (27:51) Yeah, exactly.   Jason Hull (28:05) Salesperson, you've invested a lot towards figuring that out, but then you're going out and you have to raise the cap.   Ashton (28:11) Raising capital is literally one of the hardest jobs. It is insane because you want to build a relationship and you want someone to trust you, but you're also asking for a check. And so it's trying to balance the relationship aspect as well as the transactional aspect. And it's even harder as a woman because private equity is definitely, ⁓ there's not a lot of women in this field.   Jason Hull (28:32) Yeah.   Ashton (28:41) ⁓ so it's even harder being like of the opposite gender. ⁓ so there's a lot to balance there. so getting, getting comfortable asking, but not being pushy. It's that I've learned so much from.   Jason Hull (28:56) As a woman, you've had   to take maybe a more feminine approach or you go in hot the way most guys would.   Ashton (29:04) It depends on the person.   It depends on my audience. You have to sell the way somebody wants to buy. So I've learned not to, at the beginning, I was definitely very transactional. And I've learned ⁓ through a dear friend of mine that to be more relationship-based and then that will come a little bit later with the transaction. ⁓ But at the same time, because I'm like,   Jason Hull (29:11) Yeah.   Mm-hmm.   Ashton (29:32) I need to know now. Like, I don't want to waste my time. I don't want to waste their time. We just need to lay it out on the table right now. They need to know what I'm here for. ⁓ I've had to like roll that back a little bit. And since I have, the checks have been definitely coming in a little bit smoother. So it was a huge learning experience for me.   Jason Hull (29:51) Yeah.   Ashton, how old are you right now for those listening? All they've heard is 23.   Ashton (29:59) I'm 30 now.   Jason Hull (30:01) 30 now, okay, you're 30 years old, you're doing amazing things. What amount of capital are you raising right now? Like what's your goal?   Ashton (30:05) Yeah.   Yeah, so we do different like rounds or like tranches of raising and it right now we are raising for specific projects. So as the projects come up, then we go out to our current investors first and then to like new potential investors next. ⁓ So in the spring, we're about to start doing another raise for ⁓ one, a business and then two, a couple other. ⁓   real estate portfolios that I'm looking at. ⁓ So that is going to be around the $800,000 mark of capital. And typically we do like minimum commitments of 100 because when you get into smaller amounts, typically the investors that are, I just become a little bit more needy because they're only, they're not as sophisticated and we want to deal with the investors who are.   Jason Hull (31:06) Got it. Yeah, that makes sense. Very cool. Sounds like you're doing really cool things. So Ashton, for those that are listening and they're curious about you, they're curious about maybe getting into this, you mentioned you do some consulting, you mentioned there may be investors or maybe they want to get in on some of the investing stuff that you're doing. How can they get in touch with you?   Ashton (31:29) Yeah, so they can send us an email. That would be the best way to you can send it to info at FX to capital calm. ⁓ And we, you know, are one of our interns checks that email on the daily. ⁓ So then we can set up an investor call and go through really well what your goals are. What is your portfolio look like right now?   How are you diversifying yourself? And maybe we can talk about what we can do to help increase that, maybe rebalance you a little bit within the private space and in the private markets.   Jason Hull (32:06) Cool, well property managers, if you're listening, I think Ashton's definitely doing something that's very cool. A lot of you probably could get in on this or create some sort of alliance or relationships that could allow you to be part of something like this. Even if it's just you're getting doors from other people that are in the private equity space that are rolling up a bunch of investment properties, this would be easy doors for you to get on if you really could do a good job. And it sounds like that's the linchpin, that's the hardest piece of the puzzle.   And if you're a good property manager, you've got that down then. So you've got a competitive advantage. So Ashwin, I appreciate you coming on and sharing this here on the board.   Ashton (32:43) Thank you.   Yeah, that was so much fun. It was so great talking to you.   Jason Hull (32:48) Awesome, so we'll go ahead and wrap up. For those of you that are feeling stuck, stagnant, you want to take your property management business to the next level, reach out to us at doorgrow.com for a free training on how to get unlimited free leads. Text the word leads to 512-648-4608. Also join our free Facebook community. It's just for property management business owners at doorgrowclub.com. And if you want tips, tricks, ideas to learn maybe about some of our offers,   subscribe to our newsletter by going to doorgrow.com slash subscribe. And if you found this even a little bit helpful, don't forget to subscribe, leave us a review. Anything like that would really help us out. We would appreciate it. And until next time, remember, the slowest, absolute slowest path to growth is to do it alone. And you heard Ashton, she's leveraging a lot of people to do what she's doing to grow. So let's grow together. Bye everyone.

In this episode, the hosts explore a $5M remote Wyoming ski resort with epic scenery, zero financials, and huge hidden costs—ultimately concluding it's a billionaire's hobby, not a real business.Business Listing – https://www.land.com/property/230-acres-in-washakie-county-wyoming/24410346/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

At ITEXPO / MSP EXPO, Ty Richardson, CEO of One Global Business Financing Corporation, joined Doug Green to discuss one of the most consequential realities facing MSP owners: at some point, you will either acquire—or be acquired. Richardson outlined how today's M&A environment has expanded beyond large “behemoth” firms, enabling even $1–$5 million MSPs to pursue viable exit strategies or strategic acquisitions. One Global Business Financing Corporation operates as a capital advisor and intermediary, working between MSPs and a broad network of lenders, private credit firms, family offices, SBA providers, and private equity sources. “We do the work so that you don't have to,” Richardson explained. Rather than forcing MSPs to navigate banks and paperwork alone, his firm evaluates financial positioning, collects documentation, surveys more than 6,000 capital providers, and returns with structured options tailored to the owner's goals—whether that means a line of credit, equipment financing, a term loan, real estate acquisition, or full M&A funding. Richardson emphasized that financing strategy begins years before a sale. MSPs planning an exit in three to five years must structure recurring revenue, strengthen contracts, build leadership teams, and maintain solid financial reporting. “If you are structuring yourself for a sale, the one thing you should be thinking about is how do I make this easy for a buyer to qualify?” he said. That preparation can significantly impact valuation and buyer confidence. The conversation also highlighted alternative deal structures, including partial acquisitions, staged buyouts, and SBA-backed transactions for smaller firms. Richardson noted that many MSPs initially assume they simply “need a loan,” when in reality more tax-efficient or strategically structured financing solutions may exist. The firm often works in consultation with tax professionals and legal advisors to optimize long-term positioning. Finally, Richardson advised MSP owners to begin networking early if a sale is on the horizon. By cultivating relationships over several years, owners may find qualified buyers privately—avoiding the noise and unqualified interest that often comes with broadly marketing a business for sale. Visit https://oneglobalfinancing.com/

In this episode, the hosts explore a $5M remote Wyoming ski resort with epic scenery, zero financials, and huge hidden costs—ultimately concluding it's a billionaire's hobby, not a real business.Business Listing – https://www.land.com/property/230-acres-in-washakie-county-wyoming/24410346/Welcome to Acquisitions Anonymous – the #1 podcast for small business M&A. Every week, we break down businesses for sale and talk about buying, operating, and growing them.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

In addition to buying his own business, Evan DiLeonardi trades buy-side services for equity in other SMB acquisitions.Topics in Evan's interview:Entering the Airbnb spaceJoining Ben Kelly's acquisition groupBuying a commercial cleaning businessBeing a remote “workaholic”Realizing he bought a business in distressFirst year in survival modeGetting a team of great managers in placeHis “Equity in Kind” partner modelEnjoying search more than operationsBuilding a holding companyReferences and how to contact Evan:LinkedInQuality Cleaning ServiceGail Hamilton Azodo on Acquiring Minds: Buying to $4m Across 7 Sites in 3 YearsMeridian Peak CapitalWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherGet a free review of your books & financial ops from System Six (a $500 value):Book a call with Tim or hello@systemsix.com and mention Acquiring MindsConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

Jeremy Gilpin is a nationally recognized expert in government-guaranteed lending with over 20 years of experience in banking, specializing in USDA and SBA programs that expand access to capital in rural and underserved communities. He currently serves as Chairman of the Board of Community Bankshares, Inc. and President & CEO of Community Bank & Trust in LaGrange, Georgia, leading one of the nation's fastest-growing mission-driven banks. Over the course of his career, Jeremy has closed and serviced more than $4 billion in loans across complex programs including USDA B&I, REAP, FSA, USDA 9003, IRP, RLF, and SBA. A U.S. Army veteran, he brings disciplined leadership and a strong public-service mindset to finance. Jeremy has chaired the National Rural Lenders Association, served as President of the National Rural Lenders Roundtable, and actively volunteers, including service on the Nevada Advisory Board for the Special Olympics. During the show we discuss: Various government-backed programs beyond traditional loans that support small businesses How underqualified applicants can still access USDA, SBA, and other government-backed funding Steps small business owners need to take to qualify for USDA funding to grow their business Which types of businesses are eligible for government guarantee lending Why a solid business plan is critical to securing approval How to navigate funding when online lenders don't offer "common sense" solutions Key documentation to prepare for approval and increase chances of success How businesses can access loans ranging from $10K to $50M through government-backed programs The value of working with a "throwback bank" and how to find one that aligns with your needs Resources: https://communitybankshares.com/  

It has been a month since hundreds of members of a northern Ontario First Nation were put in hotels across the province after a water crisis. Many, however, have chosen to stay at the reserve. As Dan Karpenchuk reports, a state of emergency was declared in early January after a parasite was found in water samples and led to dozens of cases of gastrointestinal illnesses. Medical staff left Kashechewan a week ago after consultation with community leaders, but they say residents who remain will still be able to access healthcare services. Lisa Westaway is the regional executive for Indigenous Services Canada. “We've worked with Weeneebayko area health authority, Orange, which is emergency response and the ministry of health to ensure that services are in place for community members who choose to remain in Kashechewan.” Band leaders in Kaschewan declared a state of emergency on January fourth after damage to the water system. That led to sewage seeping into people's homes creating public health and safety issue. More than 1500 people were sent to communities across Ontario including Niagara Falls, Timmins, and Kingston. Less than 400 decided to stay. Tyson Wesley is the executive director of the Kashechewan First Nation. “A lot of people that are currently in the community are deciding to stay. However we're trying to develop some plans to allow them to be there such as our community across the river Fort Albany. So we're trying to see how they can access health care.” More than 60 band members at the fly-in community on the western shore of James Bay have been diagnosed with the parasite cryptosporidium, which causes gastrointestinal symptoms such as cramps, diarrhea, nausea, fever, and vomiting. Most cases are resolved without medication over a couple of weeks. It is still unclear when people will be able to return home. Tribal leaders from across the country spoke out this week at a U.S. Senate hearing against possible changes within the Small Business Administration (SBA) program that supports Native entities. The Alaska Desk's Alena Naiden from our flagship station KNBA reports. The 8(a) Business Development Program provides federal contracting opportunities to socially disadvantaged individuals or tribes. U.S. Sen. Lisa Murkowski (R-AK) co-led the oversight hearing focused on the program. “It delivers mission-critical work for civilian and defense agencies, and it promotes economic development in Native communities while helping to fulfill the federal trust responsibility.” But over the past year, the federal SBA and other agencies have launched audits into the program, and announced a sweeping suspension of companies participating in it. U.S. Defense Secretary aka U.S. War Secretary Pete Hegseth also announced on social media last month that his department would be “taking a sledgehammer to the oldest [Diversity, Equity, and Inclusion] DEI program in the federal government.” Murkowski says that Native-owned businesses participate in the program because Congress recognized the government's trust and treaty obligations to Native communities. “That was not based on race, it was not based on DEI.” Katherine Carlton (Iñupiat) is the president of Chugach Alaska Corporation. Her organization has participated in the program for decades and has benefitted from its economic opportunities. “For us, it provided the pathway to recover from the devastating Exxon Valdez oil spill in our region.” Polly Watson is vice president of operations at Bristol Bay Native Corporation and says her organization has several businesses participating in the 8(a) program. Watson says the corporation reinvests the revenue it receives through government contracts back into the community. One example is a partnership with the state Division of Motor Vehicles to deliver mobile services. “To bring real ID and driver's license services to seven villages in the Bristol Bay region serving rural residents.” Tribal leaders and senators from Nevada, Oklahoma, Montana, and Hawaii all spoke in support of the Native participation in the 8(a) program. Get National Native News delivered to your inbox daily. Sign up for our daily newsletter today. Download our NV1 Android or iOs App for breaking news alerts. Check out today’s Native America Calling episode Thursday, February 12, 2026 – Young ‘Champions' inspire positive change

In This Episode SBA lending is not just about capital—it's about creating structured opportunities at critical moments in a business's lifecycle. In this episode, Adi Klevit interviews Jennifer Peterson about how SBA financing works and when it becomes the right strategic tool for entrepreneurs. Jennifer explains that SBA loans are designed to support transitions, expansions, partner buyouts, and situations where traditional collateral may not exist. With a 70-year track record, the SBA program continues to play a critical role in job creation and business continuity across the country. Adi and Jennifer walk through qualification requirements, industry considerations, and common misconceptions about what SBA can and cannot finance. Jennifer clarifies that many limitations often come from individual banks—not from the SBA program itself—and emphasizes the importance of education before making financing decisions. The conversation highlights a powerful case study of a coffee company that leveraged multiple SBA loans over several years to scale from $300,000 in revenue to $14 million. Jennifer reinforces that growth through SBA requires vision, discipline, and guardrails. The episode brings everything back to systems: strategic capital deployed intentionally, supported by advisors who anticipate roadblocks and protect long-term stability.  

Many entrepreneurs leave huge sums of money on the table because they don't understand business credit. In this episode, Ty Crandall, CEO of Credit Suite, breaks down how business credit really works and how online business owners can use it as a serious growth and acquisition tool. We start by unpacking the key differences between business credit and personal credit, and why separating the two is critical if you want to scale responsibly. Ty explains the types of business credit you can access without personal guarantees and what actually goes into a business credit score. From there, Ty walks us through how to identify which business credit cards truly count as credit lines, the four credit tiers businesses move through as they build credibility, and how tradelines function specifically for online businesses. We also dig into how entrepreneurs can qualify for 0% interest cards and when it makes sense to use them. Finally, we tackle how to use creative financing and business credit to acquire companies. We compare SBA loans and revenue-based financing and discuss when each option makes sense for acquisitions. If you're an online business owner thinking about scaling, buying your first company, or simply becoming more fundable, this episode is packed with insights you can apply immediately. Topics Discussed in this episode: How business credit differs from personal credit (04:00) The types of business credit you can get without personal guarantees (06:02) What makes up a business credit score (09:44) How to know which business credit cards count as credit lines (12:43) The four business credit tiers for building credit (15:32) How tradelines work for online businesses (21:25) How entrepreneurs can gain access to 0% interest cards (28:47) Is using business credit risky? (30:47) Using creative financing to acquire businesses (36:48) SBA vs RBF for business acquisition financing (48:39) Mentions:  Empire Flippers Podcasts Empire Flippers Marketplace Create an Empire Flippers account Subscribe to our newsletter CreditSuite Ty's LinkedIn Sit back, grab a coffee, and learn how to fund growth and acquisitions without risking your personal finances.  

Many entrepreneurs leave huge sums of money on the table because they don't understand business credit. In this episode, Ty Crandall, CEO of Credit Suite, breaks down how business credit really works and how online business owners can use it as a serious growth and acquisition tool. We start by unpacking the key differences between business credit and personal credit, and why separating the two is critical if you want to scale responsibly. Ty explains the types of business credit you can access without personal guarantees and what actually goes into a business credit score. From there, Ty walks us through how to identify which business credit cards truly count as credit lines, the four credit tiers businesses move through as they build credibility, and how tradelines function specifically for online businesses. We also dig into how entrepreneurs can qualify for 0% interest cards and when it makes sense to use them. Finally, we tackle how to use creative financing and business credit to acquire companies. We compare SBA loans and revenue-based financing and discuss when each option makes sense for acquisitions. If you're an online business owner thinking about scaling, buying your first company, or simply becoming more fundable, this episode is packed with insights you can apply immediately. Topics Discussed in this episode: How business credit differs from personal credit (04:00) The types of business credit you can get without personal guarantees (06:02) What makes up a business credit score (09:44) How to know which business credit cards count as credit lines (12:43) The four business credit tiers for building credit (15:32) How tradelines work for online businesses (21:25) How entrepreneurs can gain access to 0% interest cards (28:47) Is using business credit risky? (30:47) Using creative financing to acquire businesses (36:48) SBA vs RBF for business acquisition financing (48:39) Mentions:  Empire Flippers Podcasts Empire Flippers Marketplace Create an Empire Flippers account Subscribe to our newsletter CreditSuite Ty's LinkedIn Sit back, grab a coffee, and learn how to fund growth and acquisitions without risking your personal finances.  

Show SummaryOn this episode, we have a conversation Today we're having a conversation with Jesse Gould, founder of the Heroic Hearts Project and a former Army Ranger, about what it means for veterans to heal when traditional systems don't have all the answers. Heroic Hearts works with leading medical researchers to improve veterans access to psychedelic programs for the treatment of PTSD.Provide FeedbackAs a dedicated member of the audience, we would like to hear from you. If you PsychArmor has helped you learn, grow, and support those who've served and those who care for them, we would appreciate hearing your story. Please follow this link to share how PsychArmor has helped you in your service journey Share PsychArmor StoriesAbout Today's GuestJesse Gould is Founder and President of the Heroic Hearts Project, a 501(c)(3) nonprofit pioneering psychedelic therapies for military veterans. After being deployed as an Army Ranger in Afghanistan three times, he founded the Heroic Hearts Project in 2017 to spearhead the acceptance and use of ayahuasca therapy as a means of addressing the current mental health crisis among veterans. The Heroic Hearts Project has raised over $350,000 in scholarships from donors including Dr. Bronner's and partnered with the world's leading ayahuasca treatment centers, as well as sponsoring psychiatric applications with the University of Colorado Boulder and the University of Georgia.  Jesse helps shape treatment programs and spreads awareness of plant medicine as a therapeutic method. He has spoken globally about psychedelics and mental health, and received accolades including being recognized as one of the Social Entrepreneurs To Watch For In 2020 by Cause Artist. Driven by a mission to help military veterans struggling with mental trauma, he is best known for his own inspiring battle with PTSD and his recovery through ayahuasca therapy. Jesse's work can be seen and heard at NY Times, Breaking Convention, San Francisco Psychedelic Liberty Summit, People of Purchase, The Freq, Psychedelics Today Podcast, Kyle Kingsbury Podcast, Cause Artist, and The GrowthOp. Links Mentioned During the EpisodeHeroic Hearts Project WebsiteThe Veterans Guide to Psychedelics on AmazonThe Veteran's Field Manual for Psychedelics on Amazon PsychArmor Resource of the WeekThis week's PsychArmor Resource of the Week the PsychArmor Veteran Ready program. This program offers a short, self-paced online training experience that builds foundational understanding of military culture and practical skills for supporting Veterans, service members, and their families with respect and confidence. Large organizations like the Coast Guard Chief Petty Officers Association can partner with PsychArmor to provide this military-cultural education to their members, helping teams, departments, and entire workforces become more Veteran Ready and better connected to the military-connected community.. You can find the resource here: https://learn.psycharmor.org/pages/veteran-ready Episode Partner: Are you an organization that engages with or supports the military affiliated community? Would you like to partner with an engaged and dynamic audience of like-minded professionals? Reach out to Inquire about Partnership Opportunities Contact Us and Join Us on Social Media Email PsychArmorPsychArmor on XPsychArmor on FacebookPsychArmor on YouTubePsychArmor on LinkedInPsychArmor on InstagramTheme MusicOur theme music Don't Kill the Messenger was written and performed by Navy Veteran Jerry Maniscalco, in cooperation with Operation Encore, a non profit committed to supporting singer/songwriter and musicians across the military and Veteran communities.Producer and Host Duane France is a retired Army Noncommissioned Officer, combat veteran, and clinical mental health counselor for service members, veterans, and their families.  You can find more about the work that he is doing at www.veteranmentalhealth.com  

Capital decisions are some of the most important—and irreversible—choices a business owner will ever make. Yet many tax and accounting professionals don't get pulled into the conversation until after the deal is already done.In this episode of The Growth Minded Accountant, we break down how small and mid-sized businesses actually access capital today—and why accountants are uniquely positioned to guide these decisions before funding is locked in.Host Lee Reams is joined by Sven Nelson, Founder & Owner of Aevi Business Capital, who brings over 20 years of experience in commercial finance. Sven shares how small business lending has evolved, why traditional banks leave so many healthy businesses behind, and where brokers fit into the modern capital landscape.You'll learn:Why “I need a loan” means very different things todayThe real differences between term loans, lines of credit, SBA loans, and alternative fundingWhen higher-cost capital can make sense—and when it creates long-term riskCommon mistakes business owners make before applying for fundingWhy payment structure often matters more than interest rateWhere accountants fit into capital advisory without becoming lendersHow early involvement helps protect cash flow, tax efficiency, and exit optionsThis episode is designed for growth minded accountants, advisory-focused firms, and business owners who want a clearer understanding of capital—without the hype or confusion.

Donate (no account necessary) | Subscribe (account required) Join Bryan Dean Wright, former CIA Operations Officer, as he dives into today's top stories shaping America and the world. In this Monday Headline Brief of The Wright Report, Bryan warns listeners to brace for market volatility as a wave of economic data and algorithm-driven trading threatens Wall Street, even as the underlying Trump economy remains relatively strong. He then exposes massive fraud inside Washington's $30 billion welfare system, explains a major court ruling that could finally end "catch and release" by allowing the detention of illegal migrants without bond, and breaks down why Democrats are quietly backing away from ICE body cameras amid fears the footage would expose activist violence. The episode turns global with explosive allegations of Deep State manipulation inside U.S. intelligence involving Tulsi Gabbard, violent left-wing attacks tied to the Olympic Games in Italy, and growing signs of national decline in the West as pride in the country collapses among younger generations. Bryan closes with unsettling political developments in the United Kingdom, a pivotal election in Japan that could ripple into U.S. markets, and promising medical research pointing to new treatments for brain health, mental illness, and epilepsy.   "And you shall know the truth, and the truth shall make you free." - John 8:32     Keywords: February 9 2026 Wright Report, Wall Street volatility algos Bloomberg Goldman Sachs, TANF welfare fraud slush fund states, Mississippi volleyball stadium TANF, PPP loan fraud SBA audit, Fifth Circuit asylum detention without bond, end catch and release Trump DOJ, ICE body cameras Democrat opposition, Renee Good Alex Pretti video fears, Tulsi Gabbard intel whistleblower NSA fake calls, Deep State Crossfire Hurricane parallels, Italy Olympic left-wing terrorism Meloni, Marquette poll Democrats no pride, UK terrorist runs for office Birmingham, Keir Starmer Epstein fallout Labour, Japan election Takaichi supermajority yen carry trade risk, brain health aging cells epilepsy anxiety mitochondria

Green Card Holders No Longer Eligible for SBA Loans. Learn more about this topic on today's podcast. See omnystudio.com/listener for privacy information.

Tim Martinez, Value Creation, Strategic, and Exit & Succession Planning Advisor—also known as “The Inside Man”—is on a mission to empower entrepreneurs and make the world a better place with his philosophy of “No entrepreneur left behind.”  In this episode, Tim shares how he evolved from starting small businesses as a teenager to advising founders on high-stakes growth and exit decisions. We explore Tim's 3 Exits Framework, which breaks exit planning into three critical phases: Mental Exit (separating identity from the business), Role Exit (building leadership and succession so the business can run without the owner), and Technical Exit (valuation, deal structure, and the formal sale process). Tim also explains why AI is accelerating business disruption, why minimalism is a competitive advantage, and what keeps so many businesses stuck at the $3M revenue ceiling. — 3 Ways to Exit Your Business with Tim Martinez Good day, dear listeners. Steve Preda here, the Founder of the Summit OS Group. And I have as my guest today Tim Martinez, who is a Value Creation, Strategic, and Exit & Succession Planning Advisor, also known as “The Inside Man.” Tim also has a successful Substack with lots of followers, which has a similar title, Inside Man. He's also built his own ChatGPT API, so he's running with the times. Tim, welcome to the show.  Thanks, Steve. Great to be here.  Finally, we have someone who is ahead of the curve on AI and the technological evolution that's part of this new industry revolution. So let’s start with my favorite question. What is your personal ‘Why’ and how are you manifesting it in your practice and in your business?  Yeah. My personal ‘Why’ is to make the world a better place and to empower entrepreneurs. “No entrepreneur left behind” has kind of been my motto. Since I was a kid—I started businesses very young, like 15 or 16—people would ask me, “How are you doing this?” And I would help however I could. And it was just always felt really good to help my fellow entrepreneurs, whether I was helping them in a small way or a big way. And there's nothing better than seeing some of the advice you're able to give someone actually get implemented.Share on X Then you see them go, “Wow, oh my gosh, this is great.” And again, sometimes it’s small, sometimes it’s big. But I believe entrepreneurs rule the world, and I do my part every day—whether it's writing my Substack, jumping on podcasts, or writing books. I'm always here just to share what I've learned, because I think that’s what makes the world go round.  Well, you have a boundless energy, because you are writing books, you are writing your blog, you are doing these podcasts. Then you also have to gather the information, right? You have to work with clients—otherwise there's no raw material. That is very impressive. So what took you to this point? How did you evolve? I mean, you started at 15, but surely you were not coaching or consulting people at 15.  Yeah, so I probably spent about 10 years just starting small businesses. I had the lemonade stand, then a coffee business and a silk-screen business. I had a DJ business, a retail store, a marketing and advertising agency, a small one, but I was able to sell it. And I got lucky and sold a couple of these small businesses. I built websites, built apps—I mean, anything you can do to make a buck. I was just kind of hustling and figuring it out on my own. And at a certain point in time, maybe like 10 years later, someone asked me to help them write their business plan. It was the first time I thought, “Huh, someone wants to pay me to help them write a business plan. That sounds interesting.” Okay. And I had written all of my own business plans for 10 years. I used to go to SCORE—the Senior Corps of Retired Executives, a division of the SBA—and they would consult for free. They still do, by the way. And I always said my long-term goal was to be an old advisor at SCORE, because they helped me so much when I was a kid.Share on X So I charged money for my first business plan. That person was able to raise money from their uncle. Then they said, “Well, hey, we got this money. What do we do now?” So I said, “Well, I think I can charge you. I think this is called consulting. Maybe I'll just charge you to help execute your business plan.” It was a small business, and I went to Barnes & Noble and bought a book that was like this big—How to Start a Consulting Business. I just sat there and highlighted the whole thing. It had CD-ROM forms in the back. I knew nothing about consulting. And probably for the next handful of years, I just focused on writing business plans and helping people. That's kind of what got me into consulting and working with bigger businesses. It really started with business plans and small businesses.Share on X  Yeah. I mean, business plans are great because you are envisioning the future of the business, crunching the numbers—what's going to happen with your top line, bottom line, costs, overhead, margins—and essentially it helps you visualize the skeleton of the business. Then you can put the meat on the bone, kind of thing.  Yeah. And I had worked on hundreds of business plans, and  pitch decks, financial models, and market research. That documentation aspect of a business, I had spent a good, let's say, 10 years working very heavily with clients as an analyst in consulting firms. And that’s really what got me into the game and got me into bigger and bigger businesses, because I got very good at doing that with no formal training—and we didn't really have what the internet is today. I remember going to the downtown library in Los Angeles, finding articles, and taking scanned copies of them. That’s how we did our market research. And business plans used to be like a dictionary. The SBA would require business plans to meet all these requirements, so we ended up with huge business plans. Now people want a one-pager, maybe a 10-slide deck, and call it a day. Where I got my chops was from understanding every imaginable nuance of every business in all verticals. I worked around the world with businesses, and I guess I was in the right place at the right time for it.Share on X  Yeah, that’s very humble. So one of the things that you do is you help people prepare for exit, and you came up with this framework called The 3 Exits Framework. I thought it was fascinating to think about exits from different perspectives and to have different mental models for them. How did you come up with this, and can you explain to the audience what it looks like, how it works, and how it helps entrepreneurs? Yeah. And it’s important to note that I started my career starting businesses, helping people get the start. And as I got older, the businesses I worked with were also getting older. And as I got a little more gray hair and a few more wrinkles, people would take me more seriously at the later stages of the business, when they maybe wouldn’t take me so seriously when I was in my early twenties. So my business had evolved from starting to growing and then eventually to exiting, and that’s where most of my clients are now. What I’ve discovered is most people enter the exit planning conversation at the very end, asking, “What is my business worth? Who wants to buy it?” Needing a business valuation is the most common first question: “Whoa, what's it worth?” But after working with a handful of companies through this whole exit process, you start to realize that there’s far more than just the numbers. The 3 Exits Framework says there are three exits that need to occur before you're out and on your yacht, sailing into the sunset.Share on X The first exit is the mental exit, which we can talk about at length. It's your role—your identity in the business. Who am I if I'm not the CEO? What am I going to do with my time if I'm not running this business? Who am I if people can't come to me with their every burning question? It’s this piece, it’s so important. And a lot of people don’t want to give up control. They don’t even know they’re control freaks, which I'll call them for lack of a better term. But they don’t even know that they are that. You have to help them through that.  The second exit is really your role exit, because eventually someone needs to run this business in your absence. The whole tenant of selling a business is that you're not going to be in it. You might have earnouts or some transitional involvement, but eventually, you will not run this business. So you have to replicate yourself. Most people say, “I've tried, but it hasn't worked.” Well, you know what? Now’s the time for this to work. It's time to build SOPs, standards of excellence, and get someone who could be better than you ever were in that seat. So that role exit is a big part, and that would be true succession. The other part of that is it’s not just the CEO or the owner. A lot of times it’s them and they’re number one, or they’re number two, or number three, because in many cases those people also have equity and ownership in the companies in some cases. So we need to get succession in line for multiple roles.  And then the third exit is your technical exit. It’s the one piece everyone feels like they start with that is your valuation, getting your documentation together, running a formal auction process, making sure that you’re looking at multiple buyers, whether strategic or financial. And just running a very thorough, formal process that’s going to get you the highest valuation possible. And structuring a deal that there’s going to be a little bit of give and take. Most deals die because of misaligned expectations. And they’re usually misaligned expectations on that final exit. So when you put those three things together and someone says, I want to sell my business, or we're thinking about exiting in the next couple years, I just start first with the identity part.Share on X Yeah. And people underestimate the significance of that. It can sound touchy-feely and like an afterthought in most cases. And people think that just by earning a sack of money, their life will be solved and all problems will disappear. But actually, problems exist at all levels. Elon Musk probably has more problems than most listeners here.  Sure.  So, it's not going to solve your problems, and identity is huge. I talk to people—I was also an M&A advisor for over 10 years, sold many businesses, visited former clients, and went out on their boats on the lake. Often, that was the one time they actually used the boat, because they didn't really need it. They thought they did, but they didn't. Next time, the engine wouldn't start, or the boat was full of water. Or they'd go out on the golf course, meet new people, and ask, “Who are they?” It turned out they were just retired rich people—not interesting entrepreneurs or CEO. That's a huge change. And with the Great Wealth Transfer and the aging Baby Boomer population, there's a statistic that says 50% of business owners are forced into an exit—meaning there’s some life event that occurs that says you now need to sell your business and get out. And you and I both know that if you’re forced to an exit, you’re going to be taking a major discount. But those forces can happen when you have a heart attack, or someone in your family has a health issue, or your grandkids and everybody moves multiple states and you want to go with them. All these things happen. So our recommendation is just start having the conversation now.  Yeah. And so I think it's a little bit like saving for retirement. A lot of people keep putting it off, and eventually there's no time left to do it, and then they’re in trouble. So how do you even raise awareness with people about this? How do you work with them to prepare this? Can you actually raise awareness and make them feel this is a real issue? How do you raise awareness?  Well, I have my blog, and that’s probably where I do most of my conversations. I wrote about the 3 Exits Framework. Any chance I get to speak, I always use it to raise awareness around the subject. In my consulting practice, I work with a handful of consulting firms and investment banks. Anytime I get pulled into a conversation about exit planning, I usually just pause for a second and just talk about their life goals.Share on X Like, what do you really want this exit to do for you? Because there are so many things you can do and a million ways to do it. So, what do you really want this exit to mean for you? Also, remember, Uncle Sam is going to take his cut—so not everyone gets the biggest check possible. Usually, what we hear is people say, “I'm just so exhausted. I don't have anything left in me for this thing, and anything I can get for it, I'd be happy to take, as long as it means I don't have to put out every single fire.” And this usually happens because they didn't build good systems to remove themselves from the business.  Otherwise, they would've been the chairman, and just meeting with their CEO, who's running the business. That’s usually not the case with these owner-operator businesses. And that doesn't mean they're small, by the way. I mean, they could be running a $50 million business and still the choke point where everything has to run through them and they’re just exhausted and burnt out.  Do you think that this AI revolution is going to change things? Is it going to make more people exit-ready because it's easier to create systems?  Perhaps. Yeah, I think it's helping the service provider world be more efficient. In my world as a management consultant, I'm 10 times more efficient. I’m sure you’re 10 times more efficient with tools like the one we’re using here, and it just helps us speed things up. I've noticed people use it as a thought partner, as a psychiatrist, even as a best friend. I've seen people go into deep dialogue like, “Should I sell my business? Give me five factors.” The ones who are aware of this are using it fully. The people who aren't are a little behind the times. And then from an operational standpoint, yeah, I mean with the bots and all the many things you could put in your business to make you more efficient, but that doesn’t apply to everybody. I would say there’s going to be a 10 to 20% group of people that are already on it, making it work for them, and then there are the laggards who will probably never touch it.  Or is it that—okay, maybe we can be more efficient with AI, but we'll have the appetite to do more, and there will be more complexity? Some things we'll simplify, but we'll create other complexities that replace the previous ones. What do you think about it?  Yes. So businesses typically have cycles. There's usually a five- to seven-year cycle where a business hits its peak, and then it starts to trend down. And they usually have some level of innovation that has to reoccur for it to hit another up cycle, and then there will be a down cycle and so on and so forth. So it's always like an up slope after an up slope. When you've been in business for 30 or 40 years, you've gone through multiple rounds of these cycles—three or four rounds of those cycles. What I’m hearing right now is business owners that are, let’s say, at retirement age, they’re saying, “I don't know if I have what it takes to go through this AI cycle. Maybe I had what it took to make it through the eighties, nineties, and two thousands, but now we're in 2026. I’m not sure I’m equipped, or my team who’s also very senior, they don’t feel like they have what it takes to get through that next cycle without hiring young talent. But even then, they don’t really understand what they’re talking about. So there’s this gap. And again, I’m hearing it more and more of people saying, I think now’s the time to get out and let some other company that has gas in the tank, vision, and capacity to come in and do that thing.  Yeah, that's interesting. Do you think a multiple-AI–enabled company versus a post-AI company is going to be markedly different?  Maybe. Because it all comes down to revenue—it comes down to the revenue story. I'll give you a perfect example. You have a very profitable company, but they're using an old CRM. A new company comes in and says, “Hey, you're already profitable. If we buy you and put in a new CRM, maybe we could be even more profitable.” That’s cool. So we don’t really need you to put in all the tech. We’ll come in and do all that, and then we’ll get the upside on that. Just as long as you’re profitable, as long as you’re profitable, yet you don’t have major client concentration, your business has all the components. A new company with new vision could come in. That would largely be a strategic buyer. The PE buyer, the financial buyer, most likely is going to want to inject capital into your business so you can go and reinvest, and build new tech, or become a platform, whatever you’re going to be. But that would be a different arrangement. So it's basically a numbers issue. It doesn't matter your technological evolution. And maybe it’s even worse if you've already implemented AI and that only allows you to make five million dollars—there's less upside for the buyer.  Yeah. The bigger concern is: Is your industry at risk because of AI? Is your particular business at risk? And that's why I think people need to adopt it—so they can say, “No, we're not at risk. We've adopted it, we're applying it in whatever fashion we're doing it, and we're going to see the results.” We've already seen a major downswing in a handful of industries because of AI. I mean, advertising agencies are getting hit really hard. People used to be able to charge for writing press releases, to write blogs, to write social, to do video editing on social media. A lot of that's gone, so the bottom tier of those agencies is just gone—there's no need for them anymore.  Do you see people proactively working on making themselves AI-resilient? Everyone knows that they need to do it. Nobody is unaware that today, it’s like websites. There was a time when everyone knew they needed a website. They just didn’t really know how they were going to build it or who was going to build it. They knew it was going to be expensive. It’s kind of where we’re at right now. Everybody knows they need AI. They’re just not exactly sure how they need AI, what it can actually, literally do for them.I think for some people, that big dream that it was going to do everything quickly got taken off the tableShare on X and they say, okay, we could do this much, but even this much is make me very effective.  But it’s just not going to do everything. Like, I still need an accountant. I still need an account manager. I still need someone to do these things, but maybe I don’t need as many people as I once did. So we’re seeing kind of some leveling off there. But I would say largely most people don’t know what AI can do for them, and they’re not really prepared to make those investments. We have a client right now that just made a half million dollar investment into an RFP tool that’s going to help them move faster than their competitors, submit more on RFPs, build everything out in a very complicated way, but they’re making a half million dollar investment. How many companies out there are saying, let’s go, give me the invoice. I’m ready to roll. There’s still a lot of pause there.  What you're describing feels more like a defensive play—okay, we know AI is coming, so we have to implement some AI tools. But I’m thinking more about the big picture. Is my industry going to be disrupted by AI? And how do I pivot my business before I lose momentum, so I become like Netflix—going from a video rental company to a streaming company? Yep.  Do you see companies rethinking their business model?  I think from what I’ve seen, people are rethinking everything—top to bottom. Because you have to start with labor. That’s usually where people start. “AI can do all these things—do I need less talent on the deck?” And if I do, then what can AI do so I don’t have such heavy overhead? Because overhead is also liability, and it has this employment risk behind it. So if you can go from a thousand staff to 800 or 750, great, let’s do it—why wouldn't you do it? Most people are saying, “Let's figure that part out first.” The next thing is the industry disruption, which is what’s our competitors doing to service clients better, manufacture faster, or do things cheaper, so then we’re not left in the dust. So from a production standpoint, we need to figure this out quickly. What I'd say—what I do—is, as an analyst, as a consultant and advisor coming in, that's why I built my AI. I built my AI to fire myself. I basically said, “What I used to do as a management consultant is now irrelevant, because AI is better than me.” So let me just build the digital me and not worry about that side of my business anymore. So I just don’t worry about that anymore. I don’t even really take on assignments that I used to, because AI can do it better and faster. Now, if you want to hire me and allow me to use my AI tool to handle the technical work, I'm more than happy to do that. But I'll tell you firsthand—save your money.  So you're giving it away, or are you selling it?  Yeah, it's free. It's free. It's on ChatGPT. What people can’t do is sit down and have an honest, sincere conversation and ask them the hard questions and challenge them. That's where AI still lacks the human component. I can take a client and say, “Hey, let's hang out. Let's get lunch. Let's go play golf. Let's bring in your kids. Let's talk to your kids. Let's talk about the family dynamic.” Let’s just have a sincere conversation. Let me hold space and create a forum where I can hear people. And that human component is the only thing that I’m worried, like I’m working on now. I'm out of the technical side, because that part of my job is gone.  So fascinating. So does it mean you have to be more of a social animal?  I think so. If you're not going to be a social animal and you're just going to sit at your desk, you should probably be building software using tools like Replit, n8n, or any of these different software tools and just go all in.Share on X But the way we used to do it—you probably see this on LinkedIn, with all the bots on LinkedIn, it’s not what it used to be. It used to be a place where you had a handful of connections and actually met people. Now it’s just so overrun with the bots. It’s like I don’t even want to accept connections anymore. I'd much rather have a conversation like this. To me, this is the future.  Yeah. But maybe we connected originally through LinkedIn. I don’t know where, how we connected, but we may have have connected through a bot—actually.  It’s possible.  Yeah.  It’s possible. But I'll tell you, I connect with maybe one or two percent of people now. Previously, because I didn't get so many inbound inquiries, I would connect with more, because I felt like there was a sincere person on the other end. Now, I really don't know. I've become very skeptical.  Yeah, I'm with you. Let's switch gears, because our time is running out. And there are a couple of things that in our pre-interview you talked about, and one was minimalism. Yeah.  What is minimalism? How do you do it? And what’s a low-hanging way to start to become a minimalist?  It's kind of like that first-principles idea of what really matters. It’s essentialism. It’s kind of getting down to the one thing, that was my recent blog, if there was only one thing you could do this year, but it would make all the difference, what would it be? And anything that gets in the way of that one thing is just noise. For me, minimalism is really about reduction, and kind of getting rid, and being aware and cognizant of things that really shouldn't be on your desk, on your to-do list.Share on X And using AI tools and assistance to get rid of everything that’s low-level activity. If you think of a pyramid, at the very top is where the most value that you can add would be. But yet we spend all of our time, if this is a time pyramid, most of our time is spent at the bottom, the wide part that pretty much anyone can do. So we kind of got to invert the pyramid. To get there, you have to reduce and extract. To protect your time, you have to treat it as very precious and focus only on the most important thing at all times. It is a very hard thing for all professionals to do, and it’s always been a hard thing, but I just take it upon myself and say, okay, well, as a minimalist, I mean, if you were to come to my house and see how sparse my furniture is on purpose. How sparse my closet is on purpose. I’m trying to get rid of options. It's like Steve Jobs and the black turtleneck—if I have one less thing, because I can only make so many choices and decisions in a given day, let me spend my time on the things that are the most important and most impactful.Share on X And that’s not always, because it’s going to put millions of dollars in my bank account. Sometimes it’s just helps me sleep better at night. So I don’t need 50 clients. If I’m going to have 50 headaches. What if I just have five clients? And every one of those was one that I felt very good about, and that would allowed me to charge more. It allowed me to go deeper with them. It's that concept—then you're free to see where your scalable opportunities are. It's the story I told you about a monk who was carving away at this beautiful elephant. Someone walks up and asks, “How did you learn to do this, carving away this elephant in the stone? And he says, Oh, I just chip away everything that's not the elephant. So for me, I have to have a very clear picture of what the elephant is. I have to see the picture in my brain first—like what my life is, what I’m trying to build, how good of a dad I’m trying to be, how good of a husband I’m trying to be, how good of a business partner or a service provider, an advisor. This is my life’s work as a masterpiece, so let me just get rid of anything that doesn’t belong as part of that picture. So that, to me, is kind of how I would explain it. And my approach toward it is I just get rid of everything. It’s not about accumulation. I don't really need more information, because AI already has all the information. Anything I'm going to absorb, I have to be very intentional about—why am I reading it? I see all the books on your shelf. I could show you my bookshelf—tons of books, right? I feel like I've read them all. Am I going to learn anything new? I could also just go back to the books I've already read. I try to highlight them and stuff, but it's like, what more do I need at this point?  Yeah. So I’m wondering about this idea of a lifestyle business versus a growth business. Because what I see is that people who are building a lifestyle business, it’s easier for them to be a minimalist. Because you just do this most valuable thing. You don’t have to build the business. You don’t have to worry about necessarily all the other people, systems, and processes, or making sure of quality control. You just do your high-value work, and at the end of the day, you can put things down and relax. Whereas a growth business, it's different.  I would say with the clients that I have—some have thousands of employees, some have hundreds—I still encourage them to reduce and subtract. Even though they're in high-growth, highly scalable businesses, sometimes the conversation is: How many direct reports do you have, and why do you have that many direct reports? How are you delegating? How are you giving authority? How are you limiting all the inputs? Because a lot of it is noise in your given day. So how do I make your day a little more silent so you can have a little more peace to make better decisions while you run this highly scalable business? Just because you're scaling doesn't mean it needs to be pure chaos. That's what people think—they think, “Oh, if I scale, that means chaos.” I'm anti-chaos.  Okay. But let me ask you this: Two of the most successful entrepreneurs of our time are Elon Musk and Jensen Huang. Elon Musk runs six companies, so he's got a lot of direct reports and goes deep in each of them. And then Jensen Huang has, I don't know, 20, 30, or 40 direct reports—he basically has a million direct reports as well. And that actually allows them to be closer to decisions and make sure things don't go off the rails and their vision gets manifested. So that's what I'm kind of wondering—whether minimalism means you're going to, maybe the flip side is you have to accept less growth, or maybe not.  So I’ve met with a lot of entrepreneurs in my life. Not one of them has been Elon Musk. So I would say we’re looking at the median of entrepreneurs, the average entrepreneur. Those are the people I deal with. I’m not dealing with Elon Musk. I would love to, but I don’t have those types. I have the family-owned business who took it over from their dad and they’ve been running it for 50 years, and he has 250 employees, and he’s got pure chaos, and I’m getting the call to go in and try to sort him out. These are not always the highly sophisticated Steve Jobs types of the world. If you really take a look under the hood with Elon—I read his book and listened to the audiobook with my kids, so I'm very familiar with his story, because I've heard it twice now—what they don't really mention is all the heroes underneath Elon. He wouldn't be who he is without all the many heroes, all the systems, and the Six Sigma and other processes and procedures. That's not to say he doesn't take a deep analytical look at everything, but who are those heroes and what are the processes? I'm far more interested in hearing about his VP of Operations than about Elon. Because what has his VP of Operations worked out? What systems have they implemented that allow him to scale and build a Tesla? Or his COO, like, what do they have going on? Elon's a face. Elon's a madman. He creates all this momentum and chaos, and then he has teams of people behind him who make sense and order out of that chaos. That's why you have what you have with Tesla. If he were just Elon Chaos, without that, I don't believe he would be where he is. But he had people that wanted to get in line. He had a lot of people that wanted to get in line. They believed in his vision. He had huge visions, and it's very inspiring to get behind those visions. Then they say, “Okay, give me the ball. We'll create the infrastructure that allows this thing to take off.” So I'm far more interested in the infrastructure that allows for that scale.  I agree. I'm just thinking whether there is this kind of dichotomy. Because I see that many entrepreneurs—when I was an investment banker—until they sold their business, they were not able to have that simple lifestyle they perhaps desired, because they were building, they were reinvesting. And it wasn't just reinvesting their cash—they were reinvesting their time. So every time they simplified, that was the opportunity cost of not using that time to improve their business. So they plowed it back in, plowed it back in.  Well, it's kind of like the E-Myth is a bit skewed. It's almost like the E-Myth is a myth. E-Myth is a dream—a dream that you can work on your business, step out completely, and everything about it runs itself. It doesn't really work that way. If you're going to be a successful entrepreneur, you're going to have late nights, long weekends, and you're going to feel like every major problem is your own because you're taking all the legal risks. I'm not telling people not to scale. I'm not telling them not to have chaos. What I'm trying to help them do is get clear on what they consider to be important.  And not get killed in the process, and not get divorced.  Statistically, that can happen—the more successful someone gets.  Yeah, it does. Because our time becomes much more valuable, and at some point, it's really hard to say no to the million-dollar hour—to spend that hour watching Netflix with your spouse, right? Exactly. Just feels harder to do.  Exactly.  Yeah.  That was good.  Alright, well, I enjoyed this tremendously. So one more question, one more question that I have to ask you. You talk about this $3 million rule—what do you mean by that? That’s a really interesting concept.  Yeah. So most small businesses get stuck around $3 million, statistically. The question is, why? Why do they get stuck there? A large majority gets stuck and it’s because they create a lifestyle for themself around $3 million. They’re taking enough off the table that they would never be able to find a job that would be able to replace that type of income. So they've made their small business their sole business, their job, and they say, “This is good enough for me,” because let's say half a million dollars, more or less, is going into their bank. They're filling up their 401(k), sending their kids to private school, giving themselves big bonuses. If they're profitable, they don't really see the need to take more risks or double down to go past that wall. I've seen many businesses kind of stay there. They’ll go fluctuate up and down through the years, but more or less they’ll hit that wall. They could stay there for 20 years and never make any progress. It’s not until they put on new thinking and say, we’re going to grow through acquisitions, we’re going to target a different market, new products, we’re going to innovate in some way. But that takes extra gas in the tank. Sometimes, a lot of entrepreneurs, once they hit that first level of success, say, “This is good enough for me,” because it usually takes them about five to seven years to get to that first major breathing point.  They're not hungry enough anymore.  Exactly.  Does someone has to be a little crazy to still want to eat more, even though they're already full?  Yeah. Some people are just wired that way. Some people just more and more, and that's no slight against them. They're never satisfied. They always want more—another dollar, another nickel. If they saw a nickel on the floor, they would stop and pick it up. They want every piece of everything. And those people usually are the ones that go and go and go and go. They’re usually the ones that just keep going because it’s an insatiable appetite. I'm not talking about people who get—well, I don't want to call it lucky—but sometimes things do fall out of the sky. Sometimes a big client falls out of the sky, or an opportunity opens up, and people are smart enough to buy their competitor when the competitor approaches them. Or sometimes they make these little moves, and that gives them a leap. I’m not talking about those people. Those are outliers to me. I’m talking about your average entrepreneur that built a $3 million business on his own with no major clients falling, just hard work, blood, sweat in tears. The average Joe typically gets stuck around that $3 million.  Yeah, that’s interesting. Fascinating. Alright, well, if you don't want to be stuck around $3 million, or if you want to get to the next level, then reach out to Tim and check out what he’s doing. So where can our listeners find you? Where can our listeners find you if they want to learn with you, learn about you, read your Substack, read your books? Where should they go?  Just go to Google or AI and type in Tim “The Inside Man” Martinez. The Inside Man is an acronym for Tim. You'll find my LinkedIn—happy to connect with you, just tell me you heard me on Steve's podcast. You can also check out my blog: it's Tim “The Inside Man” on Substack, or go to www.theinsideman.biz, my website. I'd love to connect with anyone. Well, do check out Tim's Substack—it's awesome. You're going to get more of what you heard on this podcast. And if you enjoy listening, make sure you follow us. Subscribe on YouTube, LinkedIn, Apple Podcasts, or wherever else you get your podcasts, because every week I'm inviting—and luckily more and more people want to come on the show—to have a conversation. So thank you, Tim, for coming, and thank you for listening. Important Links: Tim's LinkedIn Tim's website

Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Natalie Henley, CEO of Volume Nine, is here to unpack how she bought out her agency's founder. Not through PE, not through M&A, but as a trusted insider who built her path from employee to owner. Natalie shares the behind-the-scenes story of how she structured the deal without needing an SBA loan, the mindset shifts she had to make, and how the agency survived both Google's algorithm changes and COVID-19 cratering their top clients. In this episode, we'll discuss: Grooming your #2 to become your successor, or become the one buying. Avoiding mistakes that slow down or kill an internal exit. Using creative financing (HELOCs, owner carry notes, balloon payments) to structure the deal. Knowing when an employee has what it takes to run the agency. Preserving trust and team stability during a leadership transition. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources This episode is brought to you by Wix Studio: If you're leveling up your team and your client experience, your site builder should keep up too. That's why successful agencies use Wix Studio — built to adapt the way your agency does: AI-powered site mapping, responsive design, flexible workflows, and scalable CMS tools so you spend less on plugins and more on growth. Ready to design faster and smarter? Go to wix.com/studio to get started. Links: Natalie's free AI and SEO grader tool: geo.v9digital.com Want to know what your agency is worth? Check out the Agency Valuation Calculator   The overlooked exit strategy: selling your agency to a team member… Natalie started as an employee in a boutique digital firm. When it got acquired by Volume Nine, she climbed the ranks the old-school way: by taking on every problem no one else would. Over time, she ran the company. Then COVID hit. The agency's revenue cratered. Clients disappeared. The founder wanted out. But instead of flipping to a stranger, he turned to Natalie. The "Oh Shit" Moment and the Deal That Followed When the founder came to Natalie with the offer to buy, he already had the groundwork laid. He'd called the bank, scoped out an SBA loan, and gave her a number. Natalie didn't have a pile of cash sitting around, but she did have grit, resourcefulness, and inside knowledge of the business. She didn't take the SBA route. Instead, she pieced together a creative financing stack: A HELOC for the down payment An owner-carry note A balloon payment at the end The company is paying for itself over time. No brokers. No middlemen. Just a fair, fast, founder-to-founder deal. Why This Worked (And Why Most Don't) Natalie had already been: Running the company Exposed to the numbers Made a co-owner years earlier This wasn't a random promotion. It was a trust-built, stress-tested evolution. And it mattered. Because when the deal closed, the culture didn't collapse. The clients stayed. The team believed. What if the best buyer for your agency is already on your team? If you're feeling done, but still care about your agency, selling to a team member might be the cleanest win. Here's how to set it up: Start grooming your #2 now. VP → President → Co-owner → Buyer. Expose them to EBITDA, profitability, client churn…. everything. Stress-test them: give scary responsibilities and see how they show up. Be fair. Don't squeeze every dime. The goal is continuity and peace of mind. Don't wait until you're burned out. Move before it's a fire drill. Agency ownership is a wild ride. If you're looking for a graceful exit that doesn't torch your legacy, this might be it. And if you're the #2? Start acting like the owner today. You never know when the keys will be offered. As Natalie said, "If you care about your team and the agency's legacy, you owe it to yourself to consider your employees as potential buyers. Even if they say no, at least you gave them a shot." Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

#771 What if you could skip the struggle of starting a business from scratch — and still become your own boss? In this episode hosted by Kirsten Tyrrel, we sit down with Ryan Gasaway, a former corporate executive turned franchise consultant, who shares how franchising helped him take back control of his time, income, and lifestyle. Ryan walks us through his personal journey of investing in a quick service restaurant, the common misconceptions around franchising, and why you don't need millions — or even a brick-and-mortar location — to get started. We explore the types of franchises that are thriving today, the importance of aligning your business with your lifestyle goals, and how to navigate the process from discovery to ownership. Whether you're curious about service-based businesses, want a lower-cost entry into entrepreneurship, or are wondering if franchising could be your path to freedom, this episode is packed with practical insights you won't want to miss! (Original Air Date - 6/6/25) What we discuss with Ryan: + Corporate burnout to franchise success + Franchising vs. building from scratch + Low-cost, service-based franchise options + Common misconceptions about franchising + Franchise funding and SBA loans + Brick-and-mortar vs. home-based models + Choosing the right franchise fit + Passive income myths debunked + Benefits of built-in support and training + Evaluating territory and market saturation Thank you, Ryan! Check out The Franchise Blueprint at ⁠FranchiseBP.com⁠⁠⁠⁠⁠⁠⁠⁠⁠. Follow Ryan on ⁠LinkedIn⁠. Watch the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠video podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ of this episode! To get access to our FREE Business Training course go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MillionaireUniversity.com/training⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To get exclusive offers mentioned in this episode and to support the show, visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠millionaireuniversity.com/sponsors⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Learn more about your ad choices. Visit megaphone.fm/adchoices

Isaac Lee Collins, the founder and CEO of Fifth & Emery Frozen Yogurt and Chocolate, shares his journey from managing a chocolate shop at age 22 to owning five locations in Kansas City that combine frozen yogurt with gourmet chocolates and caramel apples. The conversation explores the "philosophy of hospitality," the evolving work ethic of Gen Z employees, and the practical financial strategies, such as choosing between SBA and traditional bank loans, that Collins used to scale his business while maintaining 100% independence.10 Key TakeawaysThe Power of Hospitality Systems: Collins credits his time at Olive Garden for teaching him that seamless systems and processes are the backbone of a successful restaurant.Balancing Seasonal Revenue: By combining frozen yogurt (summer-heavy) with chocolates and caramel apples (winter-heavy), Collins created a year-round sustainable business model.Gen Z Management: With nearly 70 employees under 21, Collins emphasizes that while "kids these days" are motivated differently, they bring unique energy when mentored with intentionality.The "COVID Shift" in Work: Collins observed a notable change in employee expectations and engagement post-pandemic, which he refers to as the "COVID shift".Funding Independence: Collins prefers traditional bank loans over SBA loans to avoid excessive red tape and retains 100% ownership to avoid having partners who might limit his vision.Due Diligence on Lenders: When pursuing SBA loans, it is critical to ask the bank how many SBA loans they actually close per year rather than just accepting a sales pitch about the size of their team.Community Connection as a Moat: In a market with over 100 dessert spots, Fifth & Emery focuses on small touches, like coloring pages and knowing customers' names, to build lasting community ties.Digital Presence and Disconnect: Both the host and guest discuss the mental benefits of disconnecting from smartphones to remain present with family and focused on business.The "Pay It Forward" Concept: The episode explores using digital loyalty programs to allow customers to "pay it forward," creating a culture of kindness that mirrors the human element of hospitality.Entrepreneur vs. Owner: Collins distinguishes between someone who can work a system and someone who has the "dog in them" to handle the high-stress, 24/7 reality of true entrepreneurship

In this episode, the hosts dissect a small Alberta-based distributor of oil and gas measurement tools, revealing a niche but sleepy business that may be just two guys and a warehouse—and whether that's worth buying.Business Listing – https://dashboard.dealforce.com/deals/profiles/Profile69308.pdfWelcome 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.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

Gary and Shannon kick off the hour with a jaw-dropping California Post piece exposing $8.6 billion in new SBA fraud uncovered in the state. Then they get pulled into a live car chase, and of course it's a Tesla, which sparks a debate about how hard they are to steal and a detour into Gary's white car interior and why Shannon thinks that's a terrible idea. They break down the Wall Street Journal's list of TV shows that define America as part of its America 250 series. And with the Super Bowl on Sunday, they dig into the history of prop bets and the most entertaining ones you might win big on. Plus, Bad Bunny is generating buzz as a halftime performer, not because he's an unusual pick for football, but because the performance is going to be in Spanish. Also, what exactly is a Bad Bunny? Gary and Shannon have questions.See omnystudio.com/listener for privacy information.

Andrew Kurzrok connected with his seller over his manufacturing background, leading to a successful deal and transition.Topics in Andrew's interview:Background in science and national labsSpending all his time traveling for workWanting to stop traveling when his son was bornStudying management at YaleGaining management experience before searchingMaking a “no” listSuccess with cold calling business ownersPutting down 25% equityRegional moat of sheet metalHis “crawl, walk, run” approach to operationsReferences and how to contact Andrew:LinkedInHopewell Sheet Metal ManufacturingHeather Endresen's working capital webinar: Working Capital for SMB AcquisitionsGet complimentary due diligence on your acquisition's insurance & benefits program:Oberle Risk Strategies - Search Fund TeamWork with an SBA loan team focused exclusively on helping entrepreneurs buy businesses:Pioneer Capital AdvisoryGet a complimentary IT audit of your target business:Email Nick Akers at nick@inzotechnologies.com, and tell him you're a searcherConnect with Acquiring Minds:See past + future interviews on the YouTube channelConnect with host Will Smith on LinkedInFollow Will on TwitterEdited by Anton RohozovProduced by Pam Cameron

MY NEWSLETTER - https://nikolas-newsletter-241a64.beehiiv.com/subscribeJoin me, Nik (https://x.com/CoFoundersNik), as I interview Jon Matzner (https://x.com/MatznerJon). In this episode, we dive into the "Matzner Mind" and Jon's unique approach to satirizing business influencers and gurus without being malicious. We discuss why building a massive following is often a trap, and why niche communities defined by influence and affluence are far more valuable than broad attention.The conversation heats up when we get into a serious debate about the SBA (Small Business Administration). Jon challenges me on whether SBA loans are just a "subsidy for boomers" and an inappropriate use of government force, while I argue they are a vital tool for economic mobility for entrepreneurs like myself. We wrap up by discussing why you should document your journey as a "fellow traveler" rather than trying to be an expert while building your business.Questions This Episode Answers:Why is having influence and affluence in a niche audience more valuable than millions of views?Is the SBA a necessary tool for entrepreneurs or an unethical use of taxpayer dollars?How can you critique business gurus and influencers effectively without being a "hater"?Why is distribution considered the only defensible moat in the age of AI?Why should founders create content about their struggles instead of just sharing "how-to" advice?Enjoy the conversation!__________________________Love it or hate it, I'd love your feedback.Please fill out this brief survey with your opinion or email me at nik@cofounders.com with your thoughts.__________________________MY NEWSLETTER: https://nikolas-newsletter-241a64.beehiiv.com/subscribeSpotify: https://tinyurl.com/5avyu98yApple: https://tinyurl.com/bdxbr284YouTube: https://tinyurl.com/nikonomicsYT__________________________This week we covered:00:00 The Importance of Pointy Opinions03:04 Influencers and Satire in Business06:02 Building a Brand Through Authenticity09:00 The Value of Distribution and Attention11:49 Influence and Affluence in Community Building14:46 The Role of Authority in Marketing18:11 The Podcast as an Intimate Medium21:03 Debating the SBA Loan Program24:29 Understanding the SBA: A Boomer Subsidy or Entrepreneurial Support?26:21 The Role of the SBA in Economic Mobility28:47 National Defense and Economic Supremacy: A Dual Perspective30:45 The Impact of Government on Monopolies and Economic Mobility32:34 Causation vs. Correlation in Economic Growth34:56 Healthcare Costs and Government Intervention36:49 The SBA's Structure and Its Implications39:14 The Debate on Government Involvement in Business Loans42:35 Prioritizing Government Reforms: Where Should Focus Lie?46:30 The Importance of Personal Journey in Entrepreneurship

The Small Business Administration will no longer allow green card holders to apply for SBA loans. The new policy was announced on Monday and takes effect next month. This program doesn't lend money directly to businesses; it provides loan guarantees to lenders, and the loans are usually cheaper than traditional borrowing. We learn more. Then, for older people, financial strain may be a warning sign of dementia — before doctors or families start noticing symptoms.

The Small Business Administration will no longer allow green card holders to apply for SBA loans. The new policy was announced on Monday and takes effect next month. This program doesn't lend money directly to businesses; it provides loan guarantees to lenders, and the loans are usually cheaper than traditional borrowing. We learn more. Then, for older people, financial strain may be a warning sign of dementia — before doctors or families start noticing symptoms.

In this episode of the Govcon Giants Podcast, Eric Coffie sits down with Sam Le, founder of GovCon Intelligence and former SBA procurement policy leader with 17 years in federal contracting. Together, they break down the latest turbulence surrounding the 8A Program — including SBA's massive data call, the suspension of 1,100 firms, and heightened scrutiny on sole source awards above $20M. But despite the headlines, Sam explains why this may actually be the strongest moment in 8A history: the program reached a record $26B in awards in 2025, competition is shrinking, and small businesses that stay compliant can emerge with more opportunity than ever. The conversation also challenges misconceptions around "DEI labeling," highlights the true purpose of sole source contracting, and calls for SBA to expand visibility into industries like advanced manufacturing beyond the usual IT and construction pipeline. Key Takeaways: 8A is at an all-time high ($26B in 2025) even as 1,100 firms were suspended, reducing competition for active participants. Sole source contracts make up only 2–3% of federal spending, while 96% of sole source awards go to non-8A giants like Boeing and Lockheed. The biggest advantage right now belongs to firms that stay compliant, resilient, and relationship-driven before opportunities hit the bid platforms. If you want to learn more about the community and to join the webinars go to: https://federalhelpcenter.com/  Website: https://govcongiants.org/  Connect with Encore Funding: http://govcongiants.org/funding Learn more about Sam Le: https://www.govconintelligence.com/  Website: https://www.samlelaw.com/  Linkedin: https://www.linkedin.com/in/samlelaw/  Sam's Podcast: https://www.govconintelligence.com/podcast 

In this episode of The Lending Brief  (sponsored by Allocore), Bill Webner, CEO of Allocore, joins the podcast to break down why federal lending remains one of government's most mission-critical—but technologically neglected—functions, and what it will take to modernize it at scale.Drawing on his career spanning Freddie Mac, Booz Allen, Capgemini, and now Allocore, Webner explains how legacy, fragmented loan systems slow disbursements, increase fraud risk, and drive unnecessary operating costs across more than 175 federal credit programs. He contrasts the federal approach with modern commercial banking platforms, where speed and accountability are the norm, not the exception.The conversation explores lessons from SBA's pandemic-era lending programs, why emergency conditions often catalyze modernization, and how a sanctioned, shared lending platform could dramatically improve speed to disbursement, borrower experience, and fraud prevention across government. Webner also discusses why federal lending modernization is uniquely solvable, how it mirrors past shared-services efforts like payroll and travel, and why getting this right has an outsized impact on the broader economy.Want more from The Lending Brief? Check out The Lending Brief Newsletter.

In this episode, the hosts dissect a high-revenue, fast-scaling precious metals buyer that might be both a goldmine and a landmine—complete with potential regulatory issues, cash-heavy operations, and lending red flags.Business Listing - https://dashboard.dealforce.com/deals/profiles/Profile69159.pdfWelcome 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.Looking to build a professional website in minutes? Try Wix: https://wix.pxf.io/c/6898629/3115214/25616?trafcat=templateHubSpot is the backbone for how businesses scale without chaos. Try them out here: https://go.try-hubspot.com/OeG9Vr

Is Goofy a dog? Is the NFL going to replace Bad Bunny for the Halftime Show? SBA loans for US Citizens only. Admission: Elected officials are on Signal chats with Antifa and others attacking ICE. Census favors the GOP. Indiana schools should be better than this Tanya Terry sworn in as new police chief of the IMPD. Ed Clere leaves the Indiana Republican Party. Today’s Popcorn Moment: Don Lemon on Kimmel. Today on the Marketplace: Koken Presidential Vintage Barber Chair. ICE to get body cameras Schumer fighting the SAVE Act. China kicked out of the Panama Canal. India to stop buying Russian oil. Trump undercuts GOP push to attach SAVE Act to shutdown bill as conservatives threaten mutiny. TV Theme Song: Monday Night Football. Film Friday's debuting this Friday.See omnystudio.com/listener for privacy information.

Is Goofy a dog? Is the NFL going to replace Bad Bunny for the Halftime Show? SBA loans for US Citizens only. Admission: Elected officials are on Signal chats with Antifa and others attacking ICE. Census favors the GOP. Indiana schools should be better than thisSee omnystudio.com/listener for privacy information.

Building a business is an incredible feat, but successfully exiting that business and turning it into a true family legacy is a completely different challenge. Many entrepreneurs find themselves "self-employed" rather than owning a sellable asset—if you can't take a three-week vacation without the wheels falling off, do you really own a business, or does the business own you?In this episode, Corwyn J. Melette sits down with Cameron Bishop, Managing Director and Partner at Rain Catcher, to discuss how to navigate the technical and emotional rollercoaster of selling a business. With over 35 years of experience and a half-billion dollars in transactions, Cameron reveals the common pitfalls that make companies unsellable and how you can start strategizing for your "personal promised land" today.Key Takeaways:7:56 -   The Lifestyle Business Trap: Understanding the difference between a "lifestyle business" (where you are the business) and a sellable asset.10:12-  The "Bus Test": A simple diagnostic to see if your business is ready for exit: If you were hit by a bus tomorrow, would the business survive?12:08-  The Silver Tsunami: Why the baby boomer generation is facing a unique challenge with succession planning as fewer children choose to take over family firms.14:13-  The "Dr. Phil" Side of M&A: Why selling a business takes 9–10 months and involves as much emotional navigation as it does financial negotiation.15:54-  The 5 Critical Deal Killers:Poor accounting (Cash vs. Accrual/GAP).Owner dependency.Customer concentration (The 20% rule).Vendor dependency.Below-average gross profit margins.24:00-  Creative Exit Structures: Why a "full cash payout" is rare and how seller notes, SBA loans, and earn-outs work.Legacy Moment Takeaway:“A well-planned exit isn't just a transaction—it's your opportunity to turn years of hard work into a lasting legacy for your family and future generations.”- Cameron BishopConnect with Cameron:Email: Cameron.Bishop@raincatcher.comWebsite: www.raincatcher.comLinkedIn: Cameron BishopConnect with Corwyn:Contact Number: 843-619-3005Instagram:⁠ https://www.instagram.com/exitstrategiesradioshow/⁠FB Page:⁠ https://www.facebook.com/exitstrategiessc/⁠Youtube:⁠ https://www.youtube.com/channel/UCxoSuynJd5c4qQ_eDXLJaZA⁠Website:⁠ https://www.exitstrategiesradioshow.com⁠Linkedin:⁠ https://www.linkedin.com/in/cmelette/⁠Shoutout to our Sponsor: Country Boy HomesYou served your country with pride. Now it's time someone serves you. At Country Boy Homes, we believe every veteran deserves a safe, beautiful and affordable place to call home.We proudly offer VA loan friendly, manufactured and modular homes built with integrity, quality and your family and mine. Whether you're retiring to the peaceful low country or starting fresh with your family, we're here to build the future you've earned. Give us a call today, 843-574-8979.Country Boy Homes, Built to Honor, Built to Last.

The episode centers on the structural shift in managed services driven by the adoption of autonomous AI agents and the resulting accountability challenges for IT service providers. According to Dave Sobel, 22% of employees in Token Security's surveyed organizations are independently running AI agents such as OpenClaw with terminal and browser command capabilities, without formal IT oversight. This widespread shadow automation creates significant operational and security exposure, indicating unsanctioned user demand for advanced automation that IT has not provided. The core risk is not simply unauthorized technology use, but ineffective governance and lack of visibility into automation processes that can impact both client safety and provider liability.Context provided throughout the episode points to a disconnect between optimistic business sentiment and actionable IT spending. While the NFIB index reflects rising small business optimism and increased capital access, most technology-related investments appear to have already been made in prior periods. Only 19% of small businesses plan further equipment investments, suggesting limited near-term demand. Meanwhile, SBA workforce reductions signal longer loan processing times, affecting clients who depend on SBA-backed funding for technology projects—a concrete operational delay for MSPs whose services are linked to client capital expenditure timelines.Additional discussion focuses on evolving industry economics, notably a projected increase in the North American IT services market to $1.09 trillion by 2033, as reported by Research and Markets. However, Dave Sobel emphasizes that the majority of this growth is captured by hyperscalers and large integrators, not regional MSPs. Cooling wage inflation, detailed by Service Leadership, may present temporary margin opportunities but also introduces risk if MSPs respond with indiscriminate hiring rather than automation or upskilling strategies. The Shield Technology Partners investment, involving OpenAI's embedded research in IT operations, signals rapid automation of rules-based workflows and reiterates the urgency of addressing task displacement and margin compression.For MSPs and IT service leaders, the practical takeaway is clear: unmanaged, employee-driven AI automation presents both risk exposure and a mapping of unmet service demand. Blocking shadow agents is a reactive measure—long-term resilience depends on developing agent governance frameworks, including permissioning, audit, and incident response protocols. With shrinking margins and increasing automation, providers must reevaluate operational models, prioritize revenue-per-employee, and focus on delivering accountable, sanctioned automation services rather than competing on basic labor cost or commodity support.Four things to know today00:00  NFIB Index Hits 99.5 as 64% Face Inflation and SBA Cuts Half Its Workforce04:44  IT Services Market Growth to $1.09T Coincides With Declining Wage Inflation08:01  Shield Secures Second $100M From OpenAI-Backed Thrive Holdings for AI Operations Platform11:21  Token Security Reports 22% Shadow IT Adoption of OpenClawThis is the Business of Tech.   Supported by: MSP Radio - Internal Ad