Deciding to Exit After 2 Years of Ownership

You know, I was pretty in early, the early days or kind of within the first 24 months, of course, of operating my business, getting my feet under me, starting to get some traction. Like, our second year of operating, we had pretty good growth, I would say, and saw a path to generating good cash flow and put money in my pocket and all the things that this had intended to be when I first started.

But again, he planted that seed of would you want to join us and do you want to run a lifestyle business? And like, I think you're underutilizing your talents. Like, all kind of probably those three things combined really just opened my eyes to, like, what could be next.

Like, I was also creating a new peer network as well in a working capacity, not just get together once a year at a strategy type meeting that I happen to be invited to. So of course talk with my wife about it and my kids. And there was the family dynamic of, like, had just been living apart.

So again, lots of decisions went into that, but we decided that this is the right path for us collectively. Sam, I don't want to speak for PSG here. Right. But we took on a capital provider.

It was pre me, but right Took on a capital provider that I think gave PSG a little bit more flexibility and leeway into, you know, potentially also going down this path. So it was just like, it was just good timing, I think, for everybody involved. We've all got the same goals.

We had the same goals and now very much have the same goals in mind. And anyway, it became somewhat of an easy decision. Like, once I had started to go down this path, mentally, for me as well, I'd say the biggest holdup was, I think, what a lot of sellers deal with.

And we talk with sellers today, and they're frankly, a lot of times their biggest concern is what do I tell my team? Like, you feel in some ways like you're quitting or you're abandoning them or whatever the case is. Right. You tell yourself all these, all these falsehoods.

But like, that. That was probably for me, the biggest thing for me to mentally get over of, like, what is the message that I take to my team? Because again, I'd only operated for two years. Right. And they had gone through the.

The trauma of, of having a new owner in place. So, Sam, you want to add anything? I do. So I think it was actually a relatively fortunate thing.

We were both coming to the same conclusion, I think Jack and PSG at around the same time.

On the PSG side, we, and this was about a year and a half ago, we were growing a ton, the old fashioned way, but also through acquisition. What was not growing a ton was the leadership team responsible for keeping the train on the tracks. And we looked around at our network of people we knew and trusted, and we and.