How to Structure Around Risk in a $250k SDE Acquisition

We're stepping on each other's toes, et cetera. The business isn't as complicated as I thought. I figured it out after three weeks.

I don't need the seller round anymore. I'd like to just, you know, exit them stage. Right. So anyway, how did you.

Yeah, to some extent, for sure. I knew that the way that they were doing business, you know, this is a legacy company. Right. Like, there's a lot of paper involved.

You could only pay by check. I knew that the way that they were doing business was very traditional and very undigital and, you know, didn't really suit a millennial, that's for sure. And so I knew there would be some element of that.

But I valued his expertise and mentorship so much that I think it really overruled it. And I also. There's just. There's no way around it. There was a lot of trust involved.

I think there was a lot of. He had a lot of trust in me, and I trusted that he would, you know, do what he said he was going to do. And so.

Yeah.

Yeah.

Well. And by the way, I didn't mean to imply that sometimes seller buyer relationship can go off the rails. Not because there was an integrity issue, but just because the dynamic changes a lot when you buy their business and it becomes yours and it's no longer theirs, but they're still kicking around. So I was just touching on that point.

But at this point, you guys know each other for some number of years. He's done two projects for you as you. You as his customer.

Then you've had this first round of negotiations, Then it's now eight months later, you've gotten your GC license. So at this point, you guys have known each other for a while.