The Searchers Building a $10m EBITDA Powerhouse

They, I, I don't know if they pioneered it even probably came from somebody before them. But yeah, we, we are big into. Look, we don't know how to do anything very well, but there are other people who've done things well and we can at least sort of tropicalize what they've done.

And where we can do well is effort because you control 100% of that. So we bought a business that's very hustle based. It's very simple. You know, I have a son who's six years old.

It's a lot of showing up, push, push, push. And that really aligns with kind of the strengths that the three of us have.

Well, just to underline this great, this great line sports team, not a family. I mean what, what I particularly like about it is, is because so often in, in businesses being acquired from founders, there is a sense of family at the business. And so you're, you buyer are very likely to disrupt that culture.

So how can you position it in a way that we still have camaraderie? Because so often if, you know, it's just like, it's just like no more family here. All corporate.

Opposite of that, zero corporate. From our point of view, we're very happy to promote people that are young or don't have the fancy degree or whatever. The thing is to run something if we think that they're good and we'll give them the opportunity and if they perform great, they get paid, they do the next thing, they rise.

Or if they don't, well, they don't. And that's kind of the end of that. So we were forced to basically remove a signi most of the employees at the beginning just in order to remain solvent.

So you kind of are from the get go, you're kind of prioritizing because obviously when you do that you want to keep your best guys. You kind of reduce that at the beginning.

And we went in there and it was sort of first separating the family culture out kind of completely, just removing that where it was four kids working the business, a lot of conflict within the brothers and sisters fiefdoms, all of that type of Stuff typically you see in family business where guys are getting promoted based on. Because they're friends with the other brother or whatever. The thing…

So we ripped all of that out. And the, the first thing we did was, hey, this company only has a cto, basically a chief revenue officer, head of sales type guy, and a coo. So three C level people.

No, you got to have department for legal, department for hr, department for continuous improvement, and none of it adding bureaucracy. But you, you've basically got to be able to delegate. You know, you, you've got to be able to create layers of middle management that.