Vom Hundekot-Service zur 10-Millionen-Firma

0:00Unternehmer/Gast I own a company that basically scoops up dog [ __ ] and I love these types of businesses. No one cancels. We got we're doing about 2 million a year and I want to get to 10 million a year as fast as possible. Poop poop and profit. Sorry, go ahead. >> [laughter] >> And our business it's it's somewhat seasonal as far as the acquisition goes. We basically double every first quarter of the year when all the snow is melting off and everything.

0:27But through the rest of the year I want to start looking at acquiring other dog [ __ ] companies basically. Uh >> [laughter] >> Uh so my question is when you're going to acquire other companies, how do you integrate it with your company to basically not burn all your money on fire and to maximize the enterprise value for an investor? So obviously the that is going to be a huge part of how you structure the Um are you keeping the operators on afterwards or no? Uh probably depend on the on the business and the deal.

1:01Alex I would have some sort of big incentive for them to have bonus basically post integration. And so that way they're going to be highly incentivized to you know you could put Okay, like we're in this together. If this doesn't work then you're not going to get paid. Um and I think that that's fairly I think it's pretty fair for especially a small Um cuz I'm assuming that be somewhere in there. Am I less loud if I have my hands in my pockets?

1:29Alex Ah sneaky sneaky. All right, good. Okay. There we go. [snorts] Um What were we saying? Poop poop platter profit, yes. So making making the deal structure. Um I would try and separate the business out into what what are the components are, right? So it's like you have the routes that they do for you know poop poop pickups or whatever, right? So you have you've got the customer list then you've got the the people who do the poop scooping.

1:58And then you probably have some sort of administrative stuff. I don't know if they have sales or marketing. I'm guessing you're pretty good at sales and marketing so you don't need their sales and marketing trying to buy the book of business. Yeah, so it's just I think it's you'll probably just end up having an SOP for each of the core components. And there's a really good book for you. No one else needs to read this. It's called how to make a few billion dollars. Um the guy just did three roll ups over his whole career and each roll up he sold for like 10 billion.

2:27And so it's really just understanding the all the business have components and you basically just have a massive checklist that you do when you integrate a business. Like that's literally it. It's just the world's longest checklist and every single integration you do you get a little bit better and you add things to the checklist until eventually like you've covered every single thing and you can go faster and faster. Have you studied waste management? Yeah. Yeah, I mean cuz literally you should. >> [laughter]

2:53Alex >> I mean that's literally how they grow. So finding routes, I mean I would study everything about that business but it's really just breaking down the components and having SOPs that are associated with them. Do you need to rebrand the businesses you buy under the same brand to make it more attractive to investors or does that not really matter as much? I would probably rebrand it. If you really want to do the big play you'll get a premium for it. Yeah. Thank you. Yeah, you bet. So if you've hit a revenue ceiling or your entire business relies on you to grow then I'd love to invite you out to our headquarters here in Vegas to learn how we scale. It's where my team spends two days with you to identify the thing that's holding your business back. And so if that sounds interesting click book a call and if you're a fit we'd love to potentially see you out here in Vegas.