#348 The Reality of Buying a Business — What No One Tells You

Welcome to Business Buying Strategies, the UK's number one podcast for smart business buyers, hosted by Jonathan J, one of the world's leading authorities on small business acquisition. This show helps you buy your first business without risking your own money. Ready to get started? Don't forget to grab your free business buying toolkit, packed with reports, videos and cheat sheets, and dealmakerspodcast.co.uk. Hi, this is Jonathan J, and welcome to Business Buying Strategies, the number one podcast for anyone who wants to buy a business without risking their own cash. Now, you may have heard me talk before about my inner circle members. These are real business buyers who've been through my mastermind program and gone on to complete dozens of acquisitions across sectors as Veridus Construction, IT, Healthcare Barbershops, Accountancy and Oil and Gas. Now last week, I invited seven of those inner circle members to the Riverside Studios in Hammersmith, and I asked them to strip away the Instagram glamour and talk honestly about what buying a business is really like. The deals that fall apart of the last minute, the sellers who get sellers remorse, the lawyers who drag their feet. So in this and the next few episodes, you'll hear all these accounts of the reality of business buying. Would you please welcome Martin Patrick, Adrian Harry, Robert Lee and Ben. So why don't we start off with some introductions? And you might know some people you might not know others, so let's make sure everyone knows everyone else. If you could start Rob, that would be fantastic. Thank you. Yeah, my name is Rob, I'm midway through a buying build in state and letting Agiseep's, so I've been doing my type of career, but in the last five years, it's morphed into a buying build, and we're based in the middle of East Anglia in person. Okay, so just give us a couple of numbers, Rob, so how many deals so far? 11 now. Just another little one. So yeah, 11 in the last five years. 11 deals and five years. Fantastic, great Rob, great intro. Thank you very much, Harry. Hey everyone, I'm Harry. I've been with Jonathan for six years now. Background in fashion, design, manufacturing. I have acquired some barbershop, stirring lockdown, one of the first I'd drawn them, and since then, I've been on the buying build, servicing local authorities and local government contracts. Nice, thank you very much. Thank you, Ben. Hi, Ben Playfe. I've got a group of macro-straction businesses, jointly M&E, and we're well-servant numbers. Yeah, so give us the overall revenue of the group, just so we can get an idea of scale. So we should do around 17 million this year for businesses in the group and to be an added. Fantastic. Thank you very much. Brilliant, thank you. Morning, everyone. Lee, I'm an portfolio of businesses across various sectors, oil and gas, engineering, waste management and recycling and self-storage. That's between the UK, Southeast Asia and Australia. I have completed five acquisitions in the last six years, and we are close to heads of terms with another three of the minutes, combines acquisition value of 26 billion. Drew, thank you very much. Let's. Okay, we'll see. Adrian Hancock, so I've only been around Jonathan for just under a year. I heard him speak at an event and he talks about the baby boomers looking to exit the business, and I thought, oh, I know somebody like that. And I picked up the phone and I rang somebody and he basically threw his business at me. Thank you, Jonathan. And so I've got building a technology group at the moment, so my original business was sort of 4 million. We built the group to six already. The target is to 25 million by March 28th through acquisition. And then on the residential real estate side, I've also bought a number of properties. So holy lips, so lamb, where I'm buying and being beans, where I'm buying the business and changing the purposes. Currently also using the same strategies that I'm learning from Jonathan to buy large portfolios of properties in the region of sort of eight dying figures. Amazing. Thank you very much. Hey everyone, my name is Patrick. I am the managing director of Eden Property Group. We specialize in acquiring properties through the title split in strategy. We've got six date properties in the portfolio worth roughly around 8 million pound. We specialize in sales, lettings, project management, one-to-one mentorship, and most recently we just bought out the build team in our supply chains. I've been around Jonathan in the last two years, but we completed on that construction company in Feb. We are on track this year to do 5.2 million in revenue in the group. Amazing. Thank you. Hey Martin, link down. So initially my background was sales marketing, operation, improvements, that type of thing. Then got into financial services. And then found Jonathan, where the whole world then exploded. And now we've got nine accountancy practices. We're doing a buy and build in Fired or Security, CTC, TV. We're doing a veterinary buy and build. We're doing the accounting buy and build. We're doing a buy and build in manufacturing and engineering. We've currently got seven deals at heads of terms going through legals for which will complete in the next two weeks. He's still found time to be here. Amazing. That's the bleak. Thank you for doing it. Great. What a great panel. All right, where do we start? So let me prompt a discussion and anyone who wants to speak just come in, you want, what is it for Mike to you or grab the closest one to you? These days, buying a business is the new rock and roll, isn't it? It's the new property investment. And I don't know about you, but I see LinkedIn full of people telling you how to buy a business. I quite often less than you front of Lamborghinis or they're in Dubai and they kind of should be showing off a little bit. But it's not as glamorous as that, is it? So let's talk a little bit about the reality of buying a business, not what Instagram says buying a business is about. So who'd like to kick off? Yes, so everyone looks at the numbers and goes, oh my god, you've got so many deals going through. You've bought so many businesses now using Jonathan's methods. The reality is, I would remember this is I went on Jonathan's podcast really soon after we joined deal makers and we literally bought the first business we spoke to, the second business we spoke to and I went, this is a piece of cake. His methods work so well and I implement them so well. I'm obviously a genius. And I think on YouTube, there's a video where I say we will buy 50 businesses this year. We then spoke to 69 or 70 businesses and got our S handed to us. We had deals that fell apart. We had one where we were buying it from a franchise where the guy was retiring. He had stage 4 cancer. You know how we talk about motivated sellers that's pretty motivated. On the day of signing, he decided he was feeling actually good that day. Literally we'd done the website, we'd rebranded it because we had to get it away from the franchise. We'd spent about 15 grand in preparation and he came to the, I've been taking this new energy drink that my wife's got me making this, oh no, so panic. I think they've got the diagnosis wrong. I'm just going to leave it. Literally we had everything done all I had to do was sign the paperwork. We had deals where when you go through, you think it's a great idea, they think it's a great idea and then lawyers fall out of each other. And that's why I really like Jonathan's team of lawyers that they use where everyone's paying a fixed price rather than by the hour. Because when people are paid by the hour, if you have two people who the more they argue, the more they get paid, they're not really motivated to find the middle ground. It's like taking two kids and go every time you hate each other, I'll give you a sweet but you've got to stop fighting at some point. They're going to walk away with a massive bowl of sweets. So it is brutal and probably the hardest thing for people, and this is where I think I have an advantage with it, is the emotional regulation side of it, is that it is an absolute roller coaster. You think business is hard waiting to start buying them, where it's highs and lows and then you think you've got a great business, you buy it, and it turns out actually half the staff are dissatisfied, half the customers are fed up with it. There's lots of stuff you can't find after with, so just be prepared as it is literally game where it's like baseball, you're going to strike out seven times out of ten and knock it out of the park three times, you expect the unexpected. The business plans on people look great, but the reality is very different. Who's got another perspective on that? The reality of buying businesses as opposed to the glamorous external view that people have. I will actually say something now. So I bought a colour barbershop string a lot down, mainly to test the Jonathan's teachings, are people actually going on, so letters, does that a whole deferred concept work, and it all didn't. I've come into some money, repaid my deferred early, it all works, I've done it. So one of the barbershop was so broad, he was a barber for 30 years or so, coming through time and with his wife, they were going to do something else. Now he's made his life building that business, but the moment I took over, I put in, and he cut hair, he wasn't a business person. So I put in marketing, sales, we rebranded it, we started up, if you like, and we didn't know time, sales, rockets, he found out, three customers, etc, and he started putting, and he still had the, I remember, he still had the login for the Facebook part of the business, and he started putting all these random reviews, and we found out it was him just because he didn't like the fact that this guy who's coming on, can't even use the pair of scissors, has turned around my business, which I've been building for 30 years, and he didn't like it, and it does happen unfortunately. We got to the bottom of it, and the, he disappeared. So this is like a silk image. That's him, he's around, but I've been here for a little bit. One of the more advanced strategies, so a bit too early for that. So you've got someone with sellers remorse, certain correct? So they, they sell, they hit a brick wall with the growth of the business, they don't really want you to be more successful than them, because their ego wants to take it. The ego is then damaged by you being more successful than they are just by doing some common sense business things that you've learned over the years from experience. And then they try and damage the business. Now how do we go slightly off track? How do we hedge against that? How do we protect ourselves from the seller turning against us once they sold the business? Any ideas and strategies that we could use there? I'm going to give you one strategy not to do and Jonathan's teachings is don't keep a director on board once you've done the acquisition. And unfortunately they're coming out but there were two directors and one of them insisted on staying on board. And so I, despite Jonathan's advice, I should not have locked by the way. And so we agreed to keep him on board. And so from September through till the end of February when I finally got into eggs at the business he was actively sabotaging the business from the inside out to the point where we ended up paying him a full settlement to lead the business obviously confidentiality and even though he's a technical director he managed to forget the printout was on the printer in front of all of the staff. So very tricky. So definitely don't keep on directors even because he was not the multi-rated seller his business partner was. And the fact is he was just scared that he couldn't run the business because the other guy did most of the work. So yeah that's a what not today so do not see question but yeah okay yeah perfect. From my perspective a risk mitigation factor for the sabotage part of that is deferred consideration. And if you have deferred consideration over three to five years based on a percentage of net profits then the more the sabotage business the less period the gets and the longer it takes to settle the deferred if ever. And this is the difference between a fixed amount and chopping it up which is what. So the most basic vanilla way of doing anything is to say we're going to pay you x and you're going to get a quarter of x this year and a quarter of x next year. And when those payments are fixed there is zero motivation for the seller to help you be successful because they're going to get the money anyway. If you do a lease said and you make it a variable amount according to the success of the business even if it ends up being added together over a period of time and a greed figure so the overall figure doesn't have to vary. It might do that's a different strategy. For what happens then you've got someone who's incentivized to help you be successful to get them any faster. In the way that we do that our structure that is we'll give you x percent of the net profits over x years until you repeat all this it's not a fixed duration either so the better the business performs this should or they get settles ultimately as well yeah absolutely so everyone wins. There is nuance there is now to keep in the person in because I've got people in that have sold business and they're great. I think you said that you suffered on that view anyway haven't you? Yeah so I used to be very militant about this was basically kicked the ground on day one but it doesn't make any friends that's for sure and sometimes you actually you do need that person more than you seek you're going to need them and that's when you start believing your own publicity and you start you can think you're on top. You know everything about everything and then you realize actually you need that person's help with this and someone else's help with that so I'm a little softer on it but it's getting that balance between motivating the seller and having them being in the business where the staff are confused who's the boss who do I listen to and the seller forgetting that they sold it and still thinking he is theirs so it's all as most things in life is getting the moderation and the balance yeah Lee. Cool yes I think one of the one of the things if you're going to keep somebody on because you feel we need them for whatever reason just from a technical perspective and there's been a couple people trip over this in the last few months he's being really clear of what the status of that person is when you're keeping them up they absolutely cannot be an employee and you really need a proper solicitor to make sure that seller or director resigns their appointment will that shareholder resigns their appointment if they're staying on it in a shareholder capacity you need a shareholder's agreement to make sure that it's really clear what happens I'm going to say if the when it when there's a challenge or when there's a complexity with your new business partner so a lot of the time when you're doing the deal very early on everyone's friends it's exciting they get to move on he's going to be very positive he's easy to get carried away and not have those discussions around those technical items it's much better to have someone on as a consultant or since I had a day break or something like that for a period rather than just have his open-ended agreement that's going to tie your hands and lead you into problems yeah make sure your KPIs are really clearly exactly defining what that role is going to be so that it's not if it's going to change that is clear for everybody and that's communicated throughout the whole business what that person's going to be doing going forward so the staff are left to work out and you just letting it see a relapse I like that I like that so that there is I remember once the situation with the negotiation of the consultancy agreement with the exiting owner took longer than the negotiation of the state of purchase agreement and they were obsessed with all their day-ration they maybe they got some figure in their head that they felt that they were worse because I suppose that could be tied into their ego and I've learned from that that you need a consultancy agreement it's very open-ended where there is no commitment to a day-rate because you don't quite know what you want them to consult on yet and you have to agree what the project is you want them to consult on and then you can terminate it any time and the fee is commensurate with what the work is and the go-shaded app that point not at the point of agreeing the SPA okay which means that you can pick them up and drop them as you need to and of course that agreement is in the members area if you haven't seen that any other experiences then from anyone on this subject of the glamour aside of buying businesses versus the reality any reality situation is Patrick yeah I just I could talk quite a lot about single digit percentages and I think that Jonathan's approach is brilliant if you follow that let's use the 1000 letters approach you are going to be in the lower single digit percentages of response rates and therefore even the people that respond typically are the poorest of responders and that's why they may want to sell now if you do happen to get someone come forward that does have a profitable company and they have got a reason for selling you are then into even less single digit percentages so the point I'm trying to make is that more to hedge that you need to do more volume and I think last year this was a lot to me but I think we did about 15 000 letters over the course of a 12-12 month period not over the two years I think over two years we're about 20 000 letters and then if you multiply that by the amount of phone calls it is just about more volume than that's what's going to transpire into getting a deal but yeah if you are just trying to open your eyes to the 1000 that reproach is good but you are in very small and that's the reality I'm just trying to provide a contrary review to that let me just balance that out those of you we've got a new group called Millionaires Ballroom and those of you are in that group with it two weeks ago three weeks ago Dan did his 10 million pound first deal with 400 letters so there is an element of luck and an element of chance but the bottom line is persistence in everything in life pays off whether it's persistence going to the gym you can't go once hope that you're going to be fit it's persistence in business because anyone who's been in business more than five minutes knows that it's not all plain sailing you always go you're going to keep on pushing keep on going and it's persistence with everything that you do and the most persistent people are always the most successful the two things are inextricably leaked any thoughts on persistence and not giving up that's a good subject yeah so in terms of the letters I do slightly different I have a targeted letter approach so I identify targets do some front end work to identify who I would like to approach in the specific sector that I'm looking at and I do our marketing campaigns or a letter outreach campaign you do get responses pardon me if there's no response every three months send them another letter because they might not pick up the first letter or being a position that they think they want to sell the business the next time they receive that they might be having a bad day or a bad quarter if you're the first name that comes to their head every time they change their mind because you're constantly sending letters without being too annoying of course they will more than likely pick up the phone or send you a quick note to reach a quick coffee pure letter of curiosity or just to see what they could get and the first thing that they always say is hi such and such or receive your letter giving you a quick call I don't want to sell my business by the way but let's catch up for a coffee I love it when people say I don't want to sell my business but I'm just calling you about selling my business but I'm trying to play cool because that's how negotiations work right yeah I think the best negotiations are where you are honest you are who you're not bluffing all the time I think that that an open transparent approach goes a long way can I just open up the conversation just to a little wider beyond deal sourcing to just general persistence in business anyone got any thoughts on point experiences matter yes I always think of persistency whatever you do it's about how you're trying to succeed so there's a couple of quotes that I always look at and one is you don't succeed your way to success you fail your way to success and the quicker you fail the quicker you succeed because if you think about it if you have a two-year-old child or a one-year-old child trying to walk at what point do you turn around to them and say it's okay you've fell down enough you don't have to walk none of us do that as parents we say you're gonna walk no matter what happens But yeah, what you'll find is many people will give up just before they get there. And I always remember I had a mentor when I was about 18, 19 to around and say that you will always test yourself to make sure you really want it. And whether you believe that's universe, whether it's a religion or whatever, I just believe that as yourself it's going to be uncomfortable. And you have to test yourself mentally to know that you're going to put through what's there. Now if you're stubborn like me, that means you're going to make life healthier yourself sometimes. But you have to do it. And there's a whole point that if you don't give up, you can't fail unless you should quit and that's a power of knowing when to quit. And it's the same when you look at sales or when you look at acquisitions. Is that what I would say to people is you don't make £100,000 from the deal that says yes. If it took you 20 negotiations, you made £5,000 per negotiation regardless of the outcome. Now if I said to you that every person you spoke to where they said yes or no, you're going to make £5 grand. How many of you would just go out and speak to 200, 300 people in the next six months regardless of what they said. And it's when you detach the outcome from the activity, you can focus on the activity and then persistency becomes a hell of a lot easier. That's actually a really good refraining isn't it? I like that. There's also a really important distinction about persistence and just keep doing the same thing over and over again and learning when you've got a pivot and shift and move to a different direction. As business owners, we drive ourselves to succeed. We are our own worth critic and we have it in eight drives to succeed and we will keep pushing ourselves until that happens. But the key thing to just remember is just keep an eye on what the outcome that you're looking to achieve is and then make sure that if we're doing something and we fail, we learn from it and don't just keep doing the same thing. So my shift in the acquisitions, I did a lot of letters after the first thing, I'd let yourself, I spoke to one person and one of his. Now I've sent thousands of letters out and now in the gritty side of things. But what I know also is I don't have the time to manage that. So I've outsourced, I've got a VA who's actually managing all my outreach for me. Because I don't have the time to be focused on it. I'm still being persistent but I'm doing things differently. So I sometimes see people who are better than the business that they own. They are a better business person, they deserve more than the business that they own. And I see people struggling and be persistent when they should have. There's not saying given up but they should have pivoted on a great new word that is. Have you noticed that no one's a business owner anyway? Everyone's a founder. When a business owner's disappointed. We all used to be business owners and now we're all founders. I had a meeting with a potential hire recently just this week. And I've never used anyone, I've heard anyone use the word cadence so many times in one conversation. This call for its speak is just ridiculous sometimes. So I have a friend who's been in the same business for 18 years. And I've known her for most of those 18 years. And she's never really made any money. She's just head above water all the time. And we spoke a couple of summers back. I remember very clearly I was on holiday at the time. I remember sitting in the sunshine talking to her on the phone and she said, I'm thinking about closing it down and moving on to something else. I didn't know what I think that could be the best move ever. You are better than this business that you're always complaining about. Deep press is you, makes you anxious, stops you sleeping well at night and you can sometimes barely pay the bills. So a few months later, Sandra, what's that? How's it going? Oh, it's great. I got a new client. So she's, because she got a new client, she now thinks that the business has legs. How many years do you have to persist at some point? And she's got something to know that you're not right for it or it's not right for you. So you know where to get that balance between persistence and maybe actually I should shift gear. Do you think? Any thoughts on that? Yeah. Yeah, that's organic growth versus acquisition growth isn't it? It can be my part. I started my business 17 years ago and I've been that business owner where it's been crazy experiences and then since acquisition. You do learn, hopefully you love those experiences, but I think if I carried on doing that and not done that acquisition, then I'd probably still be in that crazy rollercoaster that I was in. And then I've got my first acquisition about four years ago, then joined deal makers and that's been exponential. But then it allows you to bring in people that you wouldn't normally be able to bring in, so you wouldn't be big enough. Like we've got a FD who runs everything financially. And now we're running an affiliate program for smaller contractors to join us because then they can, because the other thing is doing acquisition well isn't it? And the benefit there is they can join us and then benefit from a sale and then potentially benefit from selling themselves and then potentially benefit from a wider group sale for a higher multiple and then learn how to do it along the way from me and my team. Yeah, sure. And you meet business owners who proudly say that they're up a few percent on last year. And then you meet people who grow by acquisition and they've just doubled and then they triple it. And then they add an extra few million where most business owners are doing it the hard way. They're struggling. They think that they work a little bit longer. They come to the office at the weekend. They run some more Facebook ads. Someone says, oh you can get on TikTok. Why you get on TikTok? Is it? They go audience on TikTok. They're doing all these little nibbling around the edges moves to grow to grow. Where why do you say, okay, on the double the size of my business are the next 12 months. I'm at two and a half million. I want to go and find another business that does at least two and a half million and I'm going to buy it and I'm going to put the two together and I won't be just a five million. Probably I'll get some grows out of the fact that I'm now bigger. So I'll probably be at five and a half, six million. But I think that sometimes it takes a lot of courage to be successful. It takes courage to actually not complete. I don't go to networking groups. I'd never really ever be to networking groups. I can't think of anything worse than one of these half past six in the morning starts. I don't know if anyone has ever been to one of those. Don't get it. But the few occasions I had been to networking, it typically is people having a bit of a moment, bit of a complaint about how bad things is. Complaining about ritual reefs. Complaining about the economy in general. Complaining about how good one recently is. So to a friend, and he said how the war in Iran was going to actually be affecting his bit. I thought there is no connection between Iran and white. There is no connection whatsoever. But people are looking for excuses not to be successful. So it takes a lot of courage to step up and say, I'm not happy. I am at my one million a year. I've been hovering around that point for three or four years. I worth more than this. I only get to five million. I'll follow the process, follow the system. I think it's absolutely key. Part of what I think people get confused about is more of my set issue is they look at the goal is to grow the business. And I don't. I always look at it. Even when I had a couple of jobs, I was viewing it as I'm getting paid to learn. And for me, it's not about what you can do with the business. It's about where is the business facilitating your growth as a person and when you stop growing is when you should let that business go and do something else. So one of the things that I was trying to do is when I set the goals, oh, so when I set the goals is I was trying, there's a really good goal setting technique, which is you set a goal where you can only see how to get 30% of the way there. But if you constantly aren't moving forwards and if you're not learning, that means it's the wrong goal and the wrong business and you need to move on to something else. So we had a really good business in wheel writing that we actually sold for next to nothing, simply because when I looked at it, I was like, we're making money. We could make a lot more money, but it's not worth the effort because I won't deliver anything in my growth. All I'm doing is applying what I already know. Let someone else do that because I can put two zeros on our number by doing this instead. And I think if you have that mindset that the business is a vehicle to allow you to grow and allow you to become a better person and a better business owner, that then tells you when you need to either step up a gear and do something different or let that business go and refocus what you're doing. Love it. Thank you. Someone from Donner's in Harry. Yeah. Yeah. Funny off of you. If I were Martin and John Dunham was saying so. How many of you got businesses in the room, just raise your hand. So the mindset is always next year isn't even better. And how many years are going to go through that? I had a, I think it's been to Julia earlier, part of my fashion business. We had a jewelry business as well. And that was an ethical brand, manufacturing, wouldn't jewelry from Barley in the nature. So we met a furniture maker from Barter from Java. The wood from Java is really good. And it was offcuts from that. So we're like, let's make jewelry from it. So we had a great business about five, six years. And it did really well. And then other people at Trade Show saw us found out where we sourced it from. So they'd almost copying us. And I said to myself, guys, look, take as a compliment. They're trying to replicate us and all the rest of it. But it's one of those where the business has served us. And it's pivoting where we end up serving the business. So we've had a great run. Let's just stop and do something else. And it's just knowing when to stop, yeah. As opposed to you guys put your hands up next year isn't even better. Because of all these reasons with governments in Iran and governments at World War II, whatever people blame for where you are. Yeah, great, Rob. Yeah, I think trying to recognise, persistently recognise when you're putting barriers in your own way. And you've got mental, my own. set issues around taking the next step and the next challenge. Joining something on this, for example, is a huge mindset shift from accepting organic growth being the only option. But then there'll be people who need the data to be perfect before they've sent the letter and they'll get obsessed about fonts and formats and layouts. And that's just something to put in your way. And then we don't have time to do it because X, Y, Z needs me right now. So I think it's just constantly looking at what excuses you're giving yourself and what you can do to get those excuses out of the way and having insight to recognise that those are self-imposed, self-imposed things. For example, the idea of saying I want to get more letters out, but we all accept we're not going to sit there and hand right them and we're not going to stuff the envelopes ourselves or shouldn't be. But to take that next step, actually, I'm going to outsource and offshore my deal flow is the kind of bigger thinking where actually that's accepting that I've got to handle this myself is a limiting mindset. So it's just constantly looking at what is in my way, what am I doing that I shouldn't be, what can I get someone else to do so that my hourly rate and my productivity is better and there's a huge shift from business owner to acquisition entrepreneur is a big shift in terms of what you demand out of your own hourly rate and what you expect for yourself. But it's then just making sure that you're not getting stuck with small thinking. So I'd rather offer you any other source of my. So one of the key things that I've learned is we've all went to school with people, right, with friends with people in school and we've grown and we look, come and meet all the people we've met from years ago and they're doing the same job that they've ever done, right, so they're a tie-off fitter and there's nothing wrong with that as a job. But they've hit a financial threshold in the life where they that's where they see themselves and they accept that as their place. And so one of the things that we as business owners have got a duty to ourselves to do is to look at where our financial blueprint, where do we see ourselves in the world. I was talking to someone before and he had ambitions to go a hundred million pound company and I said, what is your home life look like at this stage? And he said, well, still going to be at home with him, a semi detached house with my three kids. And I was like, there's such a disparity between where he's he thinks his ambition is and where is where his home life is going to be. So what's going to happen is he's going to push himself to a certain point and then he's going to self sabotage. And I'm saying he could be a she as well, but they're going to self sabotage and take themselves back down to this level because they've got this financial security blanket that this is where they see themselves. So we have to really push ourselves and go, okay, what is our life really need to look like? We need to visualize it. We need to feel it and have something that drives us to something better. And if we have got caring personalities, we've got to look beyond just walks in it for me. Right? I've got to look at how else can I create good in the world and how else can I add value to the world? And so take the winnings that we get from within whatever it is that we choose to do and leave a positive impact. And that will help elevate you because if you can't see your own self worth, but you can see beyond by helping other people, that's going to give you the impetus to grow beyond your comfort zone today. Thanks for listening to Business Buying Strategies. If you enjoyed today's episode, please subscribe and leave a review. And remember, for more resources and guidance on buying a business, visit dealmakers.co.uk. Have you downloaded your free business buying toolkit yet? It's packed with resources to help you close your next deal. Get it now at DealmakersPodcast.co.uk. We're back in a fortnight. Until then, here's to your next successful acquisition.