You could have a bunch of different management teams and leadership teams. It actually just makes no sense. They end up with different cultures, different ways of doing anything.
Acquiring Minds
Founder Mode for ETA: $6m to $25m in 3 Years
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Now you have to market five different brands in one market. So you have to come up with five times the amount of creative and copy and marketing and strategies. So what I see is a lot of these companies, at least in Chicago, which is the third biggest city in America and has a lot of these companies, I see a lot of them as zombie companies.
where they're not real companies, they're just, you know, a private equity firm effectively bought a Google page, bought some employees, and they're just generating whatever amount of money they're generating a year, somewhere between three and 10 million in revenue. And they're just kind of sitting there stagnant and slowly, effectively, slowly dying. And I could think of multiple of these.
And how is Jay Blanton, your business, not a zombie? Contrast it with what you just described.
Yeah, I think it's not a zombie because we're alive and it's run by a real person, which is me. And I'm obsessed with this. And this is what I spend all my time doing and thinking about.
And it's not even just me. Like there's other...
know i would say like a lot of the companies who are part of the best practice group i'm in nextar are similar type companies although there's just a very small percentage of the market but i think when you have a owner operator running a business like that embeds a lot of soul into the business and like if you just come and like people come into our office and they say all the time i've never…
Like we have like lounge spaces in our office and a bar and cold brew taps and pool tables. And it looks like a like a modern type company on a plumbing company. And so I think, yeah, just like.
You have life and culture by having people who work there, have life and culture and who care about things. And when you strip a company of the people that.
were there and they nurtured it like a baby and they built it or they care about it that much and you just have like a random manager you hired plus a bunch of like field employees that's not a winning company and that's a company that when you are an organization with life to you you can hire and poach from and so we hire a lot of people we interview a lot of people from these like zombie…
like these rollups I talked about, they have a few flagship brands and those flagship brands are very successful and they are having a lot of success with those. But that's, you know, one or two or three out of 30 brands that they have. So all their energy goes into those couple flagship brands.
And then all these other ones, yeah, die as zombies or will die as zombies. Because you cannot manage 30 brands in 30 different states with 30 different teams. Like, that's insane.
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