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How I Learned to Spot Businesses Worth Buying Early On
When I first started exploring acquisitions, I made every mistake you can imagine. I was eager, curious, and overly optimistic. Looking back now, I realize that learning to spot businesses worth buying is not something you can find in a checklist. It comes from experience, pattern recognition, and asking the right questions about both the numbers and the people behind them. What I want to share…
How I Evaluate Customer Concentration Risk in Service Businesses
When I buy a service business, one of the first numbers I study isn’t revenue it’s customer concentration. Over the years, I’ve learned that service businesses are especially vulnerable if too much of their revenue comes from a single client or small handful of clients. That concentration risk creates fragility, no matter how profitable the company looks on paper. Why Customer Concentration…
How I Approach Technology Upgrades After Acquiring a Business
When I buy a business, I know one of the first questions I’ll face is whether the technology stack needs to be upgraded. For many small businesses, technology has been neglected. Owners focus on survival and serving customers, not on modernizing software, hardware, or systems. That means I often inherit outdated tools, inefficient processes, and hidden risks. Over time, I’ve learned that how I…
The Difference Between Buying a Job and Buying a Business
When I first started exploring acquisitions, I didn’t fully understand the difference between buying a job and buying a business. On paper, both can look the same. They might generate similar revenue, serve similar customers, and even be in the same industry. But in practice, they are very different and the distinction determines whether ownership creates freedom or just another form of…
Why Recurring Revenue Models Change the Entire Value of a Business
One of the most eye-opening lessons I’ve learned in acquisitions is how much recurring revenue changes the game. When I first started buying businesses, I thought revenue was revenue,whether it came from repeat customers, one-time projects, or seasonal spikes. But the more deals I’ve studied, the more I’ve realized that the type of revenue is just as important as the amount. Recurring revenue…
How to Evaluate a Small Business in 7 Days: Dr. Connor Robertson’s Fast Diligence Framework
Most people spend months analyzing a business before making an offer. But Dr. Connor Robertson has developed a rapid-fire framework to evaluate small businesses in just 7 days without skipping critical insights. His goal isn’t to shortcut diligence it’s to move fast, eliminate time-wasters, and surface red flags early so only serious deals move forward. This process has allowed him to make…
Why Due Diligence Matters More Than Anything in Acquisitions
When I reflect on the most important lessons I’ve learned in business acquisitions, one principle consistently rises above the rest: due diligence is everything. It is the safeguard, the filter, and the reality check that determines whether a deal is a true opportunity or a future liability disguised as one. When I first began exploring acquisitions, I underestimated how deep diligence needed to…
