One Year, 3x Revenue, and a Clear Path to $15M

And so he's working as a head of estimates, you know, and it's working out pretty good. So that's another thing that Walker Dival says, get rid of the owner in the first 30 days. I disagree with that.

I mean, if you have a good relationship with the owner and he's a good person and a good employee and all this knowledge and experience, I mean, I would say Mike is in my circle of advisors. I bounce ideas off him almost daily. My brother, he's an architect.

But I ask him questions in the industry.

He has 45 years of experience. And if any other place you work at, you would not get rid of someone with 45 years of experience.

Well, it's funny, Enrique, that you're mentioning this very point. I just earlier today did another interview with Jan Vanarsky. And he had a bad transition specifically with regard to the sellers.

And he had fully expected sellers. It was a family business. So multiple family members in the business were going to stay on.

And he and the sellers, that whole family clan, very hunky-dory, getting along super well during the acquisition. But at least his take on what happened after the acquisition was that they didn't really expect him to come in and make changes. Now, that was probably naive of them.

That's why he's buying the business. And they reacted really badly to this guy and they're making all these changes to their family business. Again, what were they expecting?

But still they did. And it just, it went sideways. It got actually really ugly. So to answer your point and Walker Deibel's suggestion, Mike's, I presume, is okay with all the changes you're making.

I don't know.

But it may be that he's a guy who sees you cleaning out the antiques that he had in his office and all the stacks of stuff up to the ceiling, and he might not have liked it. Turns out he was fine with it. But am I right to say that it could have gone either way?