Three to bring them in.
Five to answer the objection.
Three to close.

I'm gonna give you the exact process private equity firms use to buy businesses with 10% of their own money — that you can use to grow your business by acquisitions, or buy your first business if you want to quit your job.

It's the exact process that gets us access to businesses for sale before they ever hit the market, and a firm would charge you at least six figures upfront retainer for.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth. And I used these same strategies to sell Rollups.com last year to Naval Ravikant's company.

And it's simple. What you wanna do is you're gonna start right here at the top with your buy box, which is you writing down what business you'll actually buy before you look at a single listing.

Cash flow floor, price range, geography, 3 to 5 industries. That's it.

And most people skip this and that's why they waste a year looking at businesses they'd never buy.

If you want the buy box template, comment the word ASSETS and I'll send it right over to you.

But here's what those firms actually charge you for. You've got the buy box, but like, you need deal flow, okay? How? Well, there's only three ways.

There's listed, which we use sixteen marketplaces, not one, scanned every single day.

There's pre-market right here, which is twenty-seven hundred brokers who send us stuff before they list it. It took us 10 years to build relationships with them.

And there's off-market right here, which is going straight to owners who never listed at all.

Why does that matter? Because everybody's fighting over door one and nobody's even knocking on two and three. When you're in all three, you're gonna literally see businesses that nobody else in your market is looking at.

Now here's the second step after that, and this is where people get killed. A deal comes back, and it's a forty-page book that a broker paid somebody to write to make that business look as good as it possibly can.

So what do we do? We run the same eight questions on every single one right here.

Price. Three-year average earnings, and I mean including the bad year, not the best one. Top five risks. How involved is the owner. Is there a manager. And the one that kills people, number eight right here — who are you gonna have to hire the day after you close?

And of course all those are questions you need to ask before making sure that at the end of the day your cash flow will cover the debt service at above 1.5 cash flow to debt ratio.

And here's the real numbers you may be asking yourself about. Take just one of our clients. Last thirty days for him — about ninety outreach submissions. Twenty-seven brokers wrote back, so roughly thirty percent. Six NDAs signed. Three confidential memorandums in hand.

And that's one guy, in one month, while he's still doing his actual job.

Now some people come to me and they're like, 'well I found a deal at three times earnings, it's a great deal.' Okay — did you take out the hundred and fifty grand manager you're gonna have to hire? Because now it's four and a half times and the bank's gonna say no. But you wouldn't know that, right? You don't have a way of checking it.

And then last piece right here, the money. Because everybody thinks they need two million dollars to buy a two million dollar business, and you don't.

You put in ten percent. The seller carries ten. The bank does eighty.

And the bank will not fund your startup because you think you're the next Elon Musk — but it will absolutely fund you to buy something that already makes money, because thirty years of cash flow is collateral and a delusional startup idea isn't.

So that's the whole thing. Buy box, three ways to find businesses, the analysis, the money.

Follow me and comment or DM me the word ASSETS and I'll send you the entire board, every document, the whole thing.

If you've been looking to buy a business for the last six months, and every single thing you find is either already under offer or priced at five times earnings — this one's for you.

Because you don't have a searching problem. You're standing in the exact same line every other buyer in the country is standing in.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth. And I used these same strategies to sell Rollups.com last year to Naval Ravikant's company.

So look right here. There's three ways to find a business for sale, and about ninety percent of buyers only ever try the first one. I'm gonna show you all three.

Way one is listed. And everybody knows BizBuySell — but look at this, that's sixteen marketplaces we're scanning every single day. Not one.

And here's the thing about listed businesses nobody tells you. It's not about finding something nobody's seen. It's about being first.

A broker reads the first three enquiries and basically stops reading after ten. On a good listing that window is under forty-eight hours. So the AI agent we built is applying for you every day, automatically, up to fifty a day — before you'd have even opened your laptop.

Way two is pre-market, and honestly this is the one that actually matters. That's twenty-seven hundred brokers in our database, twelve hundred with a direct line, and it took us ten years to build those relationships.

What we run is five emails over two weeks. Introduction. Then credentials and the buy box. Then something actually useful about their market, so now you're a peer and not a lead. Then on day ten the direct ask — 'anything pre-market? I'll sign an NDA today.'

That's the email that produces businesses nobody else sees.

And why does it work? Because brokers get paid by sellers. All they care about is who can actually close. So when you've got proof of funds ready and you sign same day, you're suddenly in a very small group.

Way three is off-market. Straight to owners who never listed. And I'll be honest with you, this is the hardest one, and that's exactly why almost nobody does it.

You scrape the owner list. You enrich it with real contact data. You buy ten to twenty sending domains. You warm them for two, three weeks so your mail actually lands. Then you send.

Five separate systems that all have to work. Most people quit at step three.

But that's where the businesses with zero competition are. The guy who's sixty-six, has real customers, real staff, real profit, and has never once spoken to a broker.

And here's what all three add up to for one client. Last thirty days — about ninety submissions, twenty-seven broker replies, six NDAs signed, three confidential memorandums in hand.

Now compare that to you doing this around a job. Realistically you're sending ten a week, and you're the one chasing brokers who don't reply.

It's not that you can't do it. It's that it's a full-time job and you've already got one.

Follow me and comment or DM me the word ASSETS — I'll send you the sixteen marketplaces, the broker sequence, all of it.

You don't need to be a millionaire to buy a million dollar business. And I'm gonna show you exactly how that works.

Because people buy businesses with just ten percent of the purchase price — even multi-million dollar ones. And I'll even show you how you can raise that ten percent from us, or from other investors in our network.

That's the thing that stops most people before they even start. They assume they need the whole price. You don't. Look right here.

You put in ten percent. The seller carries ten percent as a note. The bank does the other eighty on an SBA loan — and that ceiling just went up to ten million dollars.

That's the whole structure.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth. And I used these same strategies to sell Rollups.com last year to Naval Ravikant's company.

But here's what nobody says out loud, okay? A bank will not fund your startup. It will absolutely fund you to buy a business that already makes money.

Why? Because thirty years of cash flow is collateral, and an idea isn't.

So while everybody's grinding trying to build something from zero and can't get a dollar out of anyone, there's a guy two towns over who's sixty-six, has real customers, real staff, real profit, and nobody to hand it to. And a bank will give you eighty percent of him.

Now here's the piece everybody misses. Before a broker will even send you the financials, they want proof of funds.

And if you haven't got one ready, you're just out. Because three other buyers do, and they get the book first.

So we generate it per deal, right here. And then this one — this is a real bank pre-qualification. That's an actual lender who's reviewed the buyer's financial statement, their liquidity, their credit, and put a number in writing before they've even made an offer on anything.

You show up with that and you're not a tyre-kicker any more. You're a buyer.

And again, you're probably wondering, 'okay but where does my ten percent even come from?'

It can come from your retirement account. It can come from investors — we've got twenty-four hundred of them right here with verified contact details. And if the deal's too big for SBA, thirty-five lending firms right here who do exactly this kind of debt.

Some people come to me and they're like, 'I don't have the capital.' Well — you might need way less than you think. And you definitely need less than you'd need to build the same thing from scratch.

Follow me and comment or DM me the word ASSETS and I'll send you the funding structure and the proof of funds template.

If you already own a business, the single best thing you can buy is your competitor. And if this is your first one, you should buy something you've already run. Let me explain both.

Start with the owner already in business. Someone in your market doing the same thing has an owner who's tired. And when you buy them you're not really buying a business — you're buying revenue and bolting it onto overhead you're already paying for. Same office, same back office, same crews.

That's the cheapest growth there is. And it's why you can afford to pay a higher multiple than anybody else looking at that deal, and still come out ahead.

Now if it's your first one, the rule changes completely. Don't buy what's exciting. Buy what you've already done.

Fifteen years running operations? Then a business with crews and scheduling and vans makes sense. Twenty years in sales, where the owner is the closer? You can genuinely replace him.

And this isn't a comfort thing. The bank checks it. SBA wants to see relevant management experience — your background is half the loan application. A truck driver buying a trucking company gets approved faster than an MBA who's never driven one.

Then you write it down. Before you look at a single listing. Cash flow floor, price range, geography, three to five industries, and whether there's a manager in place or you've got the budget to hire one.

Two things people get wrong there. Cash flow floor — under about two hundred and fifty grand a year the owner is doing everything himself, and you're not buying a business, you're buying a job with debt attached.

And never one industry. One industry throws up maybe two listings a month and you'll sit there for a year waiting.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth. And I used these same strategies to sell Rollups.com last year to Naval Ravikant's company.

Write it down before you look. Almost nobody does, and it's exactly why most people waste a year looking at businesses they'd never have bought anyway.

Comment ASSETS and I'll send you the template.

People think buying a business is finding one you like and making an offer. Here's everything that actually happens in between, because it's about nine separate jobs and not one.

One. Deal flow. There are sixteen marketplaces, not one, and new listings go up every day. A broker reads the first three enquiries and basically stops after ten. On a good listing that window is under forty-eight hours. Being early beats being clever.

Two. Brokers. There are around twenty-seven hundred business brokers in the country, and the good deals get shown to buyers they already know before anything gets listed. Getting into that group takes a sequence — introduction, then credentials, then something genuinely useful about their market so you're a peer and not a lead, then the direct ask. Five emails over two weeks. Per broker.

Three. Off-market. Going straight to owners who never listed at all. That means pulling the owner list, enriching it with real contact data, buying ten to twenty sending domains and warming them for two or three weeks so your mail actually lands in an inbox. Five separate systems that all have to work. Most people quit at step three.

Four. Applying under your own name, from your own email. The second it looks like there's an agency sitting in the middle, you drop down the pile.

Five. NDAs, signed and back the same day. Brokers get paid by sellers, so the only thing they're really measuring is who can actually close.

Six. Proof of funds, per deal, before they'll send you a single financial statement.

Seven. Reading the book. Forty pages, written to sell. You need the same eight questions run on every one of them.

Eight. The model. Does it still service its debt above one point five once you've paid the manager you're going to have to hire.

Nine. Chasing. Most brokers don't reply the first time, or the second.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth. And I used these same strategies to sell Rollups.com last year to Naval Ravikant's company.

And here's the honest maths on it. About ninety applications a month gets you roughly twenty-seven broker replies, six signed NDAs and three real books worth reading. That's the volume it takes to find one business worth buying.

Now do that around a job. Realistically you're sending ten a week, and you're the one chasing brokers who don't write back.

It's not that you can't do it. It's that it's a full-time job and you've already got one.

Comment ASSETS and I'll send you the whole checklist.

We told a client last week not to buy a business that honestly looked really good on paper. And I want to show you exactly why, because this is the part nobody talks about.

Everybody shows you the deals they bought. Nobody shows you the ones they walked away from. And that's where you actually learn something.

So here's the deal. Asking price looked fine. Three times earnings, which is normal. Owner's retiring, business has been going thirty years, real customers. On paper you'd take that all day.

Then you read the actual financials. And there's two things.

First — they added back about sixty grand of expenses that the seller called one-off. They're not one-off. A lender looks at that and says no, that's a real cost, put it back. So the earnings aren't what they said they were.

Second one's bigger. The owner works forty-five hours a week and there's no manager under him. So the day he leaves, you're either doing that job yourself or you're hiring someone. That's a hundred and fifty grand a year. Nobody put that in the price.

So now you do the math again. It's not three times earnings. It's more like four and a half. And at four and a half, the loan payments eat everything. There's nothing left for you.

And look, we could have taken that one. The client wanted it. But you don't get that money back.

That's what the analysis is actually for. Not to find deals — anyone can find deals. It's to stop you buying the wrong one.

Comment ASSETS and I'll send you the checklist we run on every single one.

This is what thirty days of properly looking for a business to buy actually looks like. Real numbers, one buyer.

This is a real report that went out to a client this morning. And the same one goes every single day — whether it's a busy day or a quiet one.

Thirty-eight brokers contacted for him yesterday. Seventeen wrote back. Twenty-three NDAs signed and sent — and that's us signing on his behalf, from his email address, so the broker thinks they're dealing with the buyer.

Eleven proof of funds letters. Fourteen confidential memorandums came in this week. Nineteen deals analysed.

And then underneath all that, every actual reply. Who wrote in, what business it was, what they sent.

Now compare that to doing it yourself. Realistically you're sending what, ten applications a week around a job? And you're the one signing NDAs and chasing brokers who never reply.

It's not that you can't do it. It's that it's a full-time job, and you've already got one.

Comment ASSETS and I'll send you the whole thing — every screen, every document.

David came to us and honestly, he was nervous. Really nervous.

He'd been thinking about buying a business for about two years and hadn't actually done anything about it. Which I get — it's a big thing.

[PAUSE — testimonial clip plays]

Four months later he owned a business doing four and a half million in revenue and three hundred and fifty grand a year in cash flow.

And nothing magic happened. We did what we always do. Went and found the businesses, read them, killed the bad ones, put him in front of the right brokers, and structured the offer.

He didn't become a different person. He just stopped doing it on his own.

[PAUSE — John's testimonial clip plays]

Same with John. Bought one, then a second, and now he's buying a third. Once the machine's running, the second one is way easier than the first.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

I'm not saying that to impress you. I'm saying it because we've seen basically every version of this go right and go wrong, and that's the only reason we know what to avoid.

If you're where David was — thinking about it for two years and not moving — book a call. Link's in my bio. We'll tell you straight if it's not a fit.

Robert drove a truck for a living. Today he owns a trucking company doing thirteen million dollars.

And I want to be clear about what happened in between, because it's not what people assume.

[CLIP — Robert]

He didn't win anything. He didn't inherit anything. He didn't save up thirteen million dollars.

What he did was buy a company that already existed. Already had the trucks, already had the drivers, already had customers paying every single month.

And here's the part I love. A guy who's driven trucks for fifteen years buying a trucking company — the bank loves that. SBA wants to see relevant management experience. He had more of it than someone with an MBA and no miles.

The thing he thought was keeping him stuck was actually the qualification.

And it's the same story over and over. Eric was a dentist — he owns a four million dollar business. John was a waiter. He owns one now too.

[CLIP — Eric or John]

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

You already know an industry. That's the part most buyers are missing, and you've already got it.

Book a call. Link's in my bio.

Brandon bought a nine and a half million dollar business, one hundred percent seller financed.

Which means the money to buy it came out of the business itself, paid to the seller over time.

[CLIP — Brandon]

And I know how that sounds. So let me tell you why a seller would ever agree to it.

A guy who's sixty-six and wants out has two options. Wait years for a cash buyer who might never turn up. Or take payments from someone who's actually going to run it properly and keep writing cheques.

For a lot of sellers the second one is genuinely better. They get more money in total, they get it spread out so the tax is kinder, and they get to hand the thing they built to someone who won't wreck it.

Jeff did the same on a thirty-one million dollar business. No money down.

[CLIP — Jeff]

Now I'll be straight with you, because I'd rather you hear it from me. That is not the normal deal. Most of them look like this — ten percent from you, ten from the seller, eighty from the bank.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

But the point stands. The number on the listing is not the money you need. It never was. And most people quit at that number without ever asking the question.

Comment ASSETS and I'll send you the funding structure. Or book a call — link's in my bio.

Kevin was a corporate executive. He now owns a business doing three and a half million dollars.

[CLIP — Kevin]

And I keep showing you the corporate ones on purpose, because they're the people most convinced they can't do this. And they're actually better positioned than almost anyone.

You've run budgets. You've managed people. You've carried a P&L. You've hired someone and you've fired someone. That is the job.

What you haven't done is find the business, read the financials properly, structure the offer and get a bank comfortable. And that's the part we do.

Bernard did the same thing. Corporate, then owner.

[CLIP — Bernard]

And here's the thing nobody says about the corporate route. You spend twenty years making somebody else's asset more valuable. The skills are completely real. The equity just isn't yours.

Buying a business is the same work. You own the thing you're improving.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

If that's where you are, book a call. Link's in my bio.

Almost nobody who buys a business buys just one. And I don't think people realise that going in.

Tyler's bought ten companies. Leo's got over ten laundromats. Muani's done six construction businesses. Lyle's done three.

[CLIP — John Kaplan]

And it's not because they're special. It's because the first one is the hard one.

The first time round you're learning what a good business even looks like, you're meeting brokers who've never heard of you, and you're asking a bank to get comfortable with someone who's never done this before.

By the second one the bank has a file on you. The brokers call you back. And you know inside ten minutes whether a deal is even worth reading.

[CLIP — Tyler or Muani]

And there's a reason to keep going that has nothing to do with the cash flow. Look at this.

One business sells for three to four times earnings. Five of them combined into one company sells for eight to twelve.

Same businesses. The buyer is just paying for size.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

So when someone asks me whether they should buy a business — what they're actually deciding is whether to start. Because once it's running, the second one is a completely different conversation.

Book a call. Link's in my bio.

George bought a six hundred thousand dollar deal. That business is now doing five million in revenue.

[CLIP — George]

And this is the part that gets skipped every single time. Everybody talks about buying a business. Almost nobody talks about the Monday after.

Because the purchase isn't where the money is. The purchase is where the asset is. What you do with it after is where the money is.

And here's the thing about most of these businesses — nobody has ever done the basics. Look at this.

One in five calls goes unanswered. Forty-one percent of them come in after hours. Nobody's asking for reviews. Quotes go out and never get chased. Pricing lives in one person's head.

None of that is complicated. It's just never been anybody's actual job.

So we install it. The phone gets answered at quarter to nine on a Sunday night. Every quote gets chased. Reviews go from four point one to four point nine. And the old customer list — that's ninety-six thousand dollars sitting there that nobody was ever going to call.

[CLIP — George]

And then the number that actually matters. A business doing six hundred grand sells for three or four times earnings. A business doing five million sells for eight to ten or more.

So the growth isn't just income. It's the exit.

Book a call and we'll show you exactly what we'd install. Link's in my bio.

A dentist. A truck driver. A waiter. All three of them own businesses now. And none of them felt ready.

[CLIP — Eric]

Eric was a dentist. He owns a four million dollar business.

[CLIP — Robert]

Robert drove a truck. He owns a thirteen million dollar trucking company.

[CLIP — John]

And John was a waiter.

Now I'm not showing you these to be inspirational. I'm showing you because there's a specific thing people believe that just isn't true.

People think buying a business is something you graduate to. That there's a version of you a few years from now, with more money and more credibility, who gets to do it.

There isn't. There's whether the business makes enough money to pay its own loan, and whether you can run it. That's the whole test.

The bank is not checking whether you feel ready.

And I know this because over the last eighteen years we've bought, invested in, operated or supported hundreds of business transactions — more than a billion dollars' worth, and over eight hundred entrepreneurs.

And not one of them felt ready. That isn't a thing that happens.

Book a call. Link's in my bio.

Every week somebody messages me asking which program they should buy to learn how to buy a business.

Give me forty-seven seconds and I'll tell you why I keep saying don't buy any of them. And then I'll just give you the whole thing for free.

And I mean that literally. Stay to the end and I'll show you where every document we use is posted publicly. The buy box, the eight-question analysis, the five deal killers, the funding structure. No email, no checkout.

Now look, I'm not here to hate on any of them. Some of that content is genuinely good. Codie's free stuff is better than most people's paid product. That's not the problem.

The problem is what a course actually sells you. It sells you information. And information only works if you've got the time to execute it.

So here's what executing it actually looks like. Sixteen marketplaces, checked every day. Twenty-seven hundred brokers, five emails each over two weeks. Ten to twenty sending domains, warmed for three weeks before you send a single email. About ninety applications a month to get three books worth reading. And eight questions run on every one of those before you can even say yes or no.

That's not a knowledge problem. That's twenty-five hours a week.

And you've got a job. Or you already own a business. So what actually happens is you buy the course, you watch it, you agree with all of it — and then you send maybe ten applications in a month, because that's what fits around your life.

Ten a month doesn't find you a business. Ninety does. Same knowledge. Different amount of time.

So I stopped selling the information. We're a done-for-you advisory and investment firm. We run the search, we sign the NDAs, we read the books, we structure the offer, and we put capital in alongside you when the deal's big enough.

Which means the information isn't my product. So I'll just give it to you.

Tyler's bought ten companies. Brandon bought a business doing twenty-two million a year. Robert drove a truck, and now owns a thirteen million dollar trucking company.

And not one of them is smarter than you. Not one of them read something you couldn't read. They just didn't do it on their own.

So here's all I'm asking. Follow me. Over the next few weeks I'm posting the whole thing — the buy box, the sixteen marketplaces, the analysis, the funding structure, the ninety day plan after you close. Free, no email.

Then go try it yourself. Genuinely. That's the test. If in a month you've got deals moving, brilliant — you never needed me.

And if you find what everybody finds, which is that you know exactly what to do and you cannot find twenty-five hours a week to do it — then we should talk.