Like it was time to be more picky with the next deals. And if I could give it a little bit of context, you know, it took us five acquisitions to get to two, two and a half million of revenue and it took us seven acquisitions to get to five million of revenue. So.
Acquiring Minds
Stacking Small Acquisitions to $5m in Revenue
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Right. The last two were much larger still below I think the average searcher. What they look for as far as you know, I know it's around a million dollars EBITDA give or take. And but what we've learned to get to this point, I don't think we would have been ready to jump into that million dollar EBITDA purchase, really. Correct.
Yeah. Because you guys seem very resourceful, you see, and you seem like you have high pain tolerance. You were, you were doing really, really hard work, learning as you went, making mistakes. All things that you are characteristics that mean that you could probably take on a bigger business and you know, figure it out.
No, probably could have figured it out, but I don't know if I would really would have wanted to. I don't know if you know that, that, that fetal position moment would have hit a little bit harder. But you know, the biggest thing with transitions for me is is that the people aspect of it.
Right. The employees been through, I think we 40, 50 employees now. So it's, it's, you know, getting to know everybody, showing them that you care like that, that there's an art there that I didn't necessarily have a really good grasp on and I, I think I needed some of these smaller ones to get to the point where now I can confidently go in and say, hey, this is the vision. This is, this is the…
We need you to row the boat with us. So that's great stuff. Jake. Say, say more about, say more about that.
What do you think you learned? Help somebody who hasn't had all this hard one experience. You can accelerate them to, to know just by listening to you what you have learned the hard way.
Yeah, I think a common denom, a common factor in the businesses that we purchased are a lot of them lack elite leadership and vision where the company was going and I think stepping in there and being able to be a presence first one in, last one out and, and lay out the vision for people and get people to buy in and obviously treat people with kindness and respect and love and hold true to your,…
I think there's, especially in small, small business, it's such an important that, that people found your people are everything, right?
People are replaceable. Sure. But at the same time, if you want, if, if we're going to go where we want to go, we need a strong team behind us that believes in us. And it takes time to build that, but it also takes time to learn how to lead.
And I think the last few years, you know, if you look at the first acquisition to the latest, that the buy in is, is undeniable.
And so Jake, when you get into an acquisition today, what do you, what do you say? Not word for word, but what, what is the kind of, what's the kind of vibe? What's the gist? Yeah, I, I think the most important thing is to come in with, with humility. If I am not an expert in that industry.
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