Earnouts can either create trust or chaos depending on how they’re structured. I’ve learned that when done right, they align seller and buyer interests by tying payouts to performance milestones. In this article, I share how I structure earnouts to reduce risk, build fairness into deals, and ensure both sides are incentivized for long-term success after acquisition.
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Not every business that looks strong has real competitive advantages. I’ve learned to distinguish between temporary wins and lasting moats that protect value. When evaluating acquisitions, I focus on customer loyalty, differentiation, and resilience against competitors. In this article, I share how I judge whether a business has true competitive advantages and why it’s a key driver of long-term success.
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he first 90 days after buying a business are all about creating stability. I’ve learned to immediately implement systems around cash flow, operations, and communication so the company doesn’t lose momentum during the transition. In this article, I share the systems I prioritize during those critical first three months, why they matter most, and how they lay the foundation for long-term success.
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I’ve seen flawless strategies fall apart because the culture wasn’t aligned. In acquisitions, culture drives execution, employee engagement, and whether a business thrives after a deal closes. Strategy sets the plan, but culture fuels the people who must carry it out. In this article, I share why I believe culture consistently eats strategy in business acquisitions and why I always make it a top priority in due diligence.
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When buying a business, one of the most important decisions is whether to purchase assets or equity. Each path has different implications for risk, liability, and long-term value. I’ve learned that understanding these differences is critical for making the right deal structure choice. In this article, I break down how I evaluate asset vs. equity purchases and why the structure often determines the success of an acquisition.
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A business is only as strong as the team leading it. Before I buy a company, I study the management team closely—their leadership, alignment with culture, and ability to grow the business beyond its current stage. In this article, I share my approach to evaluating management teams, the red flags I watch for, and why this step often determines whether I move forward with an acquisition.
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Leadership is often the difference between a smooth acquisition and a failed one. I’ve learned that strong leadership helps retain employees, integrate culture, and stabilize operations after a sale. In this article, I share the role leadership plays in acquisition success, how I evaluate it before buying, and the steps I take to ensure leadership continuity in the businesses I acquire.
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Seller financing can bridge gaps in a deal, but only if it’s structured carefully. I’ve learned to negotiate terms that protect me as a buyer while keeping sellers aligned with post-acquisition success. In this article, I share my approach to negotiating seller financing, the red flags I watch for, and how I balance repayment, risk, and incentives to build deals that work for both sides.
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Every acquisition is a balancing act between chasing growth and managing risk. I’ve seen deals fall apart because buyers focused only on upside potential without preparing for the downside. In this article, I share how I balance growth opportunities with risk management, the frameworks I use to evaluate trade-offs, and why this discipline helps me protect capital while still creating long-term upside.
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Recurring revenue doesn’t just boost income—it transforms the way a business is valued. When income is predictable and repeatable, it reduces risk, improves cash flow stability, and increases buyer confidence. In this article, I share why recurring revenue models change the entire value of a business, how I evaluate them during due diligence, and why they’ve become one of my top criteria in acquisitions.
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