Started as SBA Searcher, Built to a PE Fund

But now it's, you know, we have a little bit more resources to do that really well. But that's as you mentioned, the probably the most important decision we can make in any of our companies is who we hire to run it if it's not already there. So.

Okay, great Joe. And then two more questions before we get into Blueline Today. The Holdco model of multiple disparate businesses, as I said, is popular. People like the sound of it.

And I think that actually gets lost that the whole reason to have a Holdco is is, is people aren't making that are the diversification argument. Of course they do sometimes, but often it's just the sexy sound of it that makes people want to go do it.

So in your case, how did you decide on, on that model either when you went into it or maybe more specifically like after you'd done a few of these, maybe after that third one y that continuing to buy disparate ass assets was the best use of your time versus let's say doing a home care roll up and going all in on home care, which as we know is a, as you said, fragmented, growing and huge industry.

Yeah, I mean honestly, I think it came down to the fact that during the search and once we got into the structure. There's just so many great businesses out there. Now if we get too far away from, if, if we're in industries that have different customer types and doing software and retail and, and construction, I mean that gets really hard.

So we try to, we've, we've narrowed it in. But I think the diversion, the diversification argument is real. You know, Hold. I use the word holdco.

That was the. I, I again, I didn't have those words when my, when my vision was on paper the first time. It didn't say Holdco at the top of the paper. Just said when I own a bunch of great companies and give people great places to work.

So, so when we went out to do that next set of acquisitions into a structure, Holdco, whatever it was, we got a little bit specific. So only B2B companies that can't be upset by Amazon or AI at least not in the immediate foreseeable future. And a couple of other characteristics like that size wise and all that, which has.

So we, we ended up looking at a lot of different companies across what was a sort of general and vague thesis or set of criteria. But as we got into it we've identified I would say maybe four to six verticals that we really gravitate towards. So it's diverse. Yes, it's diverse between market segments geographically, but they're all, they parallel to each other in terms of like their, their…

So the things we'll get very good at that specific industry and that specific business. But we get, what we get really good at is how to run those types of businesses that we can repeat and stretch out over all the assets. If that makes sense.

Yeah, it makes sense. But then why just again to go back to kind of an extreme other end of the spectrum, I guess maybe you answered it in saying that diversification was important to you. Why. But why not? I'll ask you directly, just go like all in on home care.