@jonchu Totally agree - worst part is many of them don’t understand what they’re signing up for. Education critical, don’t want these ppl to have to learn the hard way
Seller has now come back offering a reduced price as the “other buyer” had his funding fall through
Now offering ~15% discounted price but still needs 90% cash at close
Also disclosing that my concern about a one-off $300k rev was actually $850k (!) rev
All trust out the window
LOI #6: Provisionally "accepted", but now 24 hours later its dead 😂
Niche industrial manufacturer, extremely capital-light with very large captive install base. Pros:
- biz been around since 2004, when it was spun out of major industrial conglomerate
- signif room for growth (no sales team, marketing, manufacturers reps)
- seller needing cash quickly for legit personal reason and happy to take on larger seller note
- very close geo proximity
Offered up to $2.75m of total consid, equiv to 3x SDE, structured as follows:
- $1.5m cash at closing
- $750k seller note (or option to roll some as equity instead)
- 12 month $500k holdback, contingent on typical transition items (customer intros, suppliers, 12 month consulting agreement)
Seller responds saying yes, he wants to go with me, but needs $2.25m cash at closing, $500k seller note, no contingent payment, 3 month transition only. Says this "better balances the risks for both parties". I try to align incentives so that any deal is win-win for buyer and seller, but this is clearly not that.
Several other aspects of the negotiation have reduced my trust here in the counterparty, so I am politely walking away
Would welcome all feedback/thoughts/tips here on structuring! The search continues...
@JD_DeYonker agree w/ @sourcesandmuses on the union piece, IUEC in partic is no joke and more specialized than many other trades makes labor element tough
still great bizs, but reflected in multiples. I like what $APG have done in the space putting it alongside fire safety
best sales guy i know (after @rvmie_ ) sent me this today
"you can make it so complicated as to be impossible or you can simply walk up and hit the ball"
@thespencerwalsh Tempting analogy
Does $UBER have the mkt share and thus economics that $DASH has?
Is $UBER significantly under-earning in food like $DASH is?
Is Uber run by the founding team like $DASH is?
Leaning in heavily on off-market outreach. Paths I’m chasing down:
- vertical specific list building, lead scoring and then cold email/direct mail
- buy side firms w/ success fees
- in-person meetings and industry conferences
- twitter 😂
Anything else I’m missing? Please DM for any tips/feedback
It is certainly hard! Who knows if it will work for me, but clearly others have done it. Having worked at HFs and startups, when I look at risk adjusted, post tax profit dollar potential and consider life choices (agency, fulfillment, compounding) it feels like the best option. Nothing is easy. Structure of deal matters a ton too
@OnodaCapital 1/ technically fair, but that sucks and LPs aren't dumb
2/ my understanding was signif lower, which also gels with the leverage levels that've been reported
@jasonlk kahneman's inside/outside view is always a great lens
inside view, i agree w your takeaway
but outside view: what % of software cos in history have sustained growth at >$500m scale to justify the val that investors paid here in later rounds?