So Much Fun: The Buyer of Choice in a Fragmented Industry

But it's like the stuff that you're not doing. So one of the things that I took from it is his concept of immediate performance feedback. So this idea that like you leave the meeting, you get off the call, whatever, and you go and you seek it out like right then, not 20 minutes later, but like right then.

And so I've taken the opportunity, you know, I'm a developing board member. Like I've been doing it for a while now, but like I still have a lot to learn as a board member in these search deals. And so after meetings I'll ask David, you know, all right, give me some immediate performance feedback.

Yeah, but, but the immediacy is keep asking something for right then, right then later. Yeah, great.

Mark, let's close with what you're working on today, which is where our paths intersect. Other than this interview, you went back with some of your colleagues from before Kevin, namely, and you chose a market and you are pursuing a similar but slightly different playbook. So expand on all of that for us, please.

Yeah, so this might be a lengthier answer than you want in our waning minutes here, but so Newberry Franklin, when I approached Kevin and said let's do this, the premise was the following. Kevin, it was really fun being a strategic buyer in a good solid industry.

Let's go do that and let's do it a few more times and let's get as close to the action as we think we can be where we're really adding value. Let's collaborate with, let's fight back. CEOs who are entrepreneurial and want to build a great business over a long period of time in a particular industry.

And let's support them with our experience being a strategic buyer and, and with like de novo expansion. So that's, that's what we're setting out to do. New breed Franklin. Today we've got two platforms, one in the, an industrial end market and another in dog daycare and boarding as we've referenced a couple of times.

So, so yeah, that, that's, that is, that's what we're up to. And I can't think of a more fun way to build a business than with a long term orientation, you know, being well capitalized to go and exploit both organic and inorganic opportunities. And the key difference there is you are bringing in partnering with CEOs.

You guys are not the CEOs you are running, you're at the platform level. That's right. That is right. And the thing that I want to clarify though is, you know, that distinction could make us sound private equity. Ish.

Or which, which is fine. I mean there are like, objectively there's private equity aspects of what we do. But really Kevin and I are trying to build a business I really like, build Newberry Franklin as a business, you know, doing things, you know, the same ways and, and you know, really being.

Yeah. Consistent with how we, how we go about things. So that's like a, a point that I really do want to emphasize because it is different than I think some of the, the ways people go about this stuff. Which again, doesn't make it right or wrong.