And how do you know when you've reached the natural plateau? And, and because you're obviously a guy who likes to grow broadly, you're building out this empire. So I, I'm. So why would you not have the same philosophy about each individual business where.
Acquiring Minds
Bricklayer to Blue-Collar Empire
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How do you get that feel that it's like, I'm not going to make
this thing grow further because, Because I've seen the effect of forcing things on companies that wasn't part of their natural area of service, their natural specialty. And I've seen the result in that. And I've also seen the, you know, trying to grow too much.
I've seen the result of that too. And that's just me. I just could have been doing it wrong. And I figure, you know what, this is the way I know how to that, that it'll work for the long term, so I'm just gonna stick with that.
There's other people that might be super good at growing companies profitably. I don't know.
Yeah. And, but your other companies that, let's say, do grow are you basically just. The way you decide whether or not to, to grow a particular business that you have to kind of lean into growth is if the market is telling you, if it basically the demand is there.
The demand. And for you, absolutely.
And for your $300,000 earnings business, there just isn't a lot more demand. I mean, the market, you feel like the market is telling you that that's its ceiling and that's fine.
Yeah. And it's not even like we put a, a target or, or, or a, or a, you know, a ceiling on. It's just like, it just, it, it's, it's amazing. It just always kind of works out that way, you know, and, and, and when you look at, you know, construction Financial over, over the course of, of 12 months, you know, it shouldn't, it should be somewhat predictable for the most part.
If you look at year after year after year after year. You know what I mean? So I just, you know, that's, that's, that's the way we, we believe that's the best way to go about things.
Right. And you know what it does, pushing a lot of growth and pushing a lot of new services on, on the managers, man, that stresses them out too. That's outside of their realm of expertise too. So you're also creating, you know, new learning curves for them and, and, and hurdles for them to jump over. So.
Great. Let's return now to some of your criteria. So you don't, you'll, you'll take a. You don't really have a size threshold that you need to meet.
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