Buying a $1.6m Business for the Inventory Value

The where we moved the warehouse as well, that's a whole nother story. But the initial warehouse that we moved into, equivalent to kind of what we're in now, but around 14,000 square feet for a warehouse. And then this year we're at 12 employees and we are approaching, we're about 1.18 million right now, approaching 2 million.

I would. Or above by the end of this year, I would assume, or hope for. And do you want me to mention the EBITDA kind of where we're at with net profit? Yeah, would be great.

That's awesome, Danyelle, good for you. So, so in one year you've grown EBITDA 20% from 40 to 40, 480 and revenue by about the same from 1.6. If you hit 2 million, from 1.6 to 2 million, that.

Well, that's actually would be 25%. So that's fantastic. We're going to want to hear how you've done that.

But before we get there, you said eight employees. So these are full time employees. They, they're full time now under, under new ownership with me.

Prior to that, they were kind of, kind of part time, not a lot of full time going on.

Besides, a couple of key managers that were there were full time on salary, but they're full time now. Okay, what does that, what does that mean that they were just not. Are you paying them more?

I mean, have their hours changed or was it just kind of loosely run and, and you've tightened things up a little bit. I feel like there's something to what you're saying. I, I mean, I can't really, I don't.

These are my own assumptions. I think that scheduling wise, under prior ownership, there just wasn't a lot of motivation to keep reinvesting into the business, buying new furniture and booking contracts when they just didn't have the capacity for it. So I think the prior years before me were not optimizing Its full potential.

Just because the transition of the sale and you know, spending more money didn't really make sense I would assume. So when I took over I really packed, packed the calendar. I, I took on jobs, I said I will buy furniture.

I don't care what it takes. So there's been a lot of reinvestment into the business and a lot of, you know, just really optimizing our current, our current labor and bringing in help as well to you know, support kind of the growth that I envisioned and talked to the team about like let's, let's grow this company. And they were all on board.