Jared Johnson sits down with Layne Kasper of Kasper & Associates for a live episode recorded at Acquire Fort Worth. With nearly three decades in business brokerage, Layne shares an inside look at how brokers prepare businesses for sale, identify qualified buyers, protect sellers throughout the process, and navigate an increasingly competitive acquisition market.

Layne explains how sellers typically enter the market, why many business owners have little understanding of what their company is actually worth, and how his firm approaches preliminary valuations before taking a business to market. He walks through the process of gathering financial information, preparing detailed acquisition materials, maintaining confidentiality, and using targeted outreach rather than broadly advertising listings.

Jared and Layne also discuss what buyers can do to stand out when attractive businesses may receive interest from dozens or even hundreds of potential acquirers. They explain why financial qualification, relevant experience, preparation, and the ability to build trust with a seller can significantly influence who ultimately gets the deal. For buyers, the process is not simply about evaluating the seller. Sellers and their brokers are evaluating buyers at the same time.

The conversation also explores current valuation multiples, seller financing, SBA prequalification, private equity versus individual buyers, off-market deal sourcing, and why having the right acquisition team can prevent buyers from wasting time on deals that were never going to close.

Layne and Jared also discuss why the long-predicted "silver tsunami" of retiring baby boomer business owners has been slower to materialize than expected. For many owners, selling a company means giving up something deeply connected to their identity, relationships, income, and status. Understanding that emotional component can give thoughtful buyers a major advantage when approaching sellers and negotiating a transaction.

Main Takeaways:

- Business brokers represent the seller and are responsible for protecting their time, confidentiality, and interests throughout the transaction

- Many business owners begin the sale process without knowing what their company is worth or how the acquisition process works

- Sellers who begin preparing several years before an exit have more opportunities to position their businesses for a successful sale

- A detailed acquisition report or SIM can help buyers evaluate an opportunity efficiently and reduce unnecessary delays

- Strong businesses can attract significant buyer interest quickly, making speed and preparation important for serious searchers

- Buyers can stand out by demonstrating liquidity, financing readiness, relevant experience, and a clear ability to close

- SBA prequalification can help buyers understand the size of acquisition they can realistically pursue before submitting offers

- Brokers increasingly want evidence that buyers have the financial resources or investor backing required to complete a transaction

- Buyers should remember that the acquisition process is a two-way interview and sellers are evaluating them as potential successors

- Building trust with a seller can influence negotiations, deal structure, seller financing, and ultimately who wins the transaction

- Buyers who submit generic questions without reviewing available materials can quickly signal to brokers that they may not be serious

- Seller financing can help bridge valuation gaps while demonstrating the seller's confidence in the future of the business

- Businesses with approximately $500,000 to $1 million in EBITDA may trade around three to four-and-a-half times EBITDA, while businesses above $1 million may begin reaching approximately four-and-a-half to six times depending on the opportunity

- Off-market opportunities can often be found through attorneys, bankers, financial advisors, industry groups, and other trusted networks

- Searchers may not need to hire a buy-side intermediary if they are already capable of conducting targeted outreach themselves

- A strong acquisition team that includes experienced lenders, attorneys, CPAs, and due diligence professionals can help buyers identify both viable opportunities and deals they should walk away from

- The anticipated wave of baby boomer business sales has developed more slowly because many owners continue operating well beyond traditional retirement age

- A seller's business is often deeply connected to their identity, making respect for what they have built an important part of the buyer-seller relationship

- Businesses with established middle management can be particularly attractive because buyers can focus on growing the company rather than immediately replacing the owner's operational responsibilities

- Buyers using outside investors and maintaining additional liquidity after closing may be better positioned to handle unexpected challenges and pursue future growth

Episode Highlights:

[00:00:40] Why buyers need to remember that acquisitions are a two-way interview

[00:01:36] Layne Kasper's background, Air Force career, and transition into business brokerage

[00:04:20] Kasper & Associates' focus on lower-middle-market businesses in Dallas-Fort Worth

[00:06:20] How business owners typically begin thinking about selling their companies

[00:08:00] Why attorneys, bankers, and financial advisors can be valuable sources of proprietary deal flow

[00:09:40] Preliminary valuations and determining whether a seller is truly ready to go to market

[00:11:45] Why seller commitment matters before a broker invests significant time into preparing a listing

[00:13:00] Gathering financial information and building a detailed acquisition report or SIM

[00:15:30] Preparing a business for market and setting seller expectations around valuation

[00:18:30] Targeted buyer outreach and the "rifle" approach to marketing a business

[00:20:15] Protecting seller confidentiality and identifying financially qualified buyers

[00:22:30] Why attractive businesses can generate dozens or even hundreds of interested buyers

[00:24:30] How searchers can stand out in a highly competitive acquisition market

[00:26:00] Behaviors that signal to brokers that a buyer may not be serious

[00:29:30] Why buyers and brokers sometimes become frustrated with each other

[00:32:00] The buyer-seller relationship and why buyers must sell themselves to the seller

[00:34:30] What brokers mean when they describe someone as a financially qualified buyer

[00:37:00] Jared's approach to buyer prequalification, liquidity, investors, and acquisition financing

[00:40:00] Why some brokers require buyers to speak with a lender before moving forward

[00:42:00] Sellers choosing individual buyers over private equity and strategic acquirers

[00:45:30] Why traditional private equity structures may not fit owners who want a complete exit

[00:47:30] Off-market deal sourcing and whether searchers should hire buy-side brokers

[00:51:00] Networking strategies for finding proprietary acquisition opportunities

[00:54:00] Creative approaches to inventory and accounts receivable in deal structures

[00:56:30] Current valuation multiples for businesses at different EBITDA levels

[00:59:00] Seller financing and how it can help bridge valuation and financing gaps

[01:02:00] Current deal flow and why fewer businesses may be coming to market

[01:05:00] Why buyers need experienced lenders, attorneys, CPAs, and advisors on their acquisition team

[01:08:00] Why the predicted baby boomer "silver tsunami" has taken longer than expected

[01:10:00] The emotional connection between business owners and the companies they have spent decades building

[01:13:00] How respecting a seller's legacy can help buyers negotiate better transactions

[01:16:00] Interest rates, financing conditions, and their effect on deal flow and valuations

[01:19:00] AI exposure in SaaS, digital marketing, consulting, and other acquisition categories

[01:23:00] Why buyers are increasingly raising additional equity and maintaining liquidity after closing

[01:26:00] The value of acquiring businesses with established middle management

Connect with Acquire Fort Worth:

Learn more about upcoming Acquire Fort Worth events and connect with the local entrepreneurship through acquisition community: https://www.linkedin.com/company/acquire-fort-worth

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

LinkedIn: https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

business acquisition, business brokerage, business broker, buying a business, selling a business, SBA loan, SBA financing, buyer prequalification, seller financing, business valuation, EBITDA multiples, lower middle market, entrepreneurship through acquisition, search fund, business searcher, due diligence, deal sourcing, off market businesses, seller psychology, acquisition financing, buyer qualification, private equity, strategic buyer, letter of intent, LOI, acquisition strategy, business succession, baby boomer business owners, silver tsunami, seller transition, middle management, Dallas Fort Worth business acquisition, Acquire Fort Worth

Jared Johnson sits down with Guy Bartlett, founder of The Business Buyers Club and Fidelis Advisory, a fractional M&A service based in the UK. Guy shares how 42 years in the British Army Reserve shaped his approach to acquisitions, how he stumbled into his first share sale in the late 1990s, and how that experience led him to complete over 150 transactions and personally acquire 13 companies since 2006.

Guy explains why M&A is fundamentally a people business, how due diligence can never fully capture a company's culture, and why the "transition trenches" after a deal closes are often harder than the deal itself. He breaks down the psychology of sellers who come to market unprepared, why so few UK business listings actually sell, and how unregulated brokers contribute to unrealistic price expectations on both sides of the table.

Jared and Guy walk through what overseas buyers need to know before acquiring a business in the UK, from leadership presence and management incentives to deal structures like security bonds for deferred consideration. They also discuss the coming wave of baby boomer business exits, the risks of waiting too long to sell, and the hard lessons Guy learned from deals that went wrong, including a lost government contract, an underfunded roofing acquisition, and a cultural transition that cost him a business.

Main Takeaways:

• M&A success depends more on people and culture than on spreadsheets or numbers
• Due diligence can verify contracts and financials but rarely captures a target company's culture
• Only about one in five UK businesses listed for sale actually sell
• Unregulated brokers in the UK often promise inflated prices to win the mandate fee
• Sellers need a clear, realistic understanding of how much money they actually need before pricing a sale
• Waiting too long to sell can be catastrophic, including forced closures and lost value for owners and employees
• Overseas buyers acquiring UK businesses should be prepared to lead in person, not manage remotely
• Tax-efficient tools like Enterprise Incentive Schemes and growth shares help retain key management post-acquisition
• Vendor and seller financing structures reduce reliance on traditional debt and lender risk
• Deal fever, the emotional rush of finally finding a deal, causes buyers to overlook red flags
• Maintaining a strong pipeline of options is the best defense against overpaying or over-committing
• When problems arise late in a deal, asking "how do we mitigate this" is more productive than walking away
• The UK is likely entering its final five years of a major wave of baby boomer business exits
• Self-funded and creative deal structures are becoming more common as debt becomes more expensive and risky
• Curiosity, mentorship, and surrounding yourself with people ahead of you accelerates growth as an operator

Episode Highlights:

[00:00:40] Guy's path from the British Army Reserve into printing, marketing services, and his first share sale

[00:02:40] Teaching himself leveraged buyouts and completing his first acquisitions in 2006

[00:04:10] Writing "Business Magic" and founding The Business Buyers Club in 2014

[00:05:30] Launching Fidelis Advisory as a fractional M&A service for busy operators

[00:06:50] 42 years of military service and the direct parallels to running acquisitions

[00:09:40] Why M&A is fundamentally about people, not numbers

[00:11:20] The "transition trenches" and why culture is impossible to fully diligence

[00:13:40] Why only about one in five UK business listings actually sell

[00:15:00] Unregulated brokers, inflated price promises, and take-home fee incentives

[00:16:50] Helping sellers understand the real number they need versus what they want

[00:19:30] The dangers of waiting too long to sell, including two cautionary stories

[00:23:00] Advice for overseas buyers acquiring UK businesses, from leadership to tax tools

[00:27:30] The current state of the UK economy and its impact on SME M&A

[00:29:40] Lessons from failed deals, including a lost government contract and an underfunded roofing acquisition

[00:33:10] A cultural transition gone wrong after acquiring an electrical contractor

[00:36:00] Deal fever, red flags, and the power of walking away

[00:38:20] Using a triangle framework to mitigate problems between buyer, seller, and company

[00:40:00] The coming wave of baby boomer business exits and where the UK market is headed

[00:43:30] Mentorship, curiosity, and Guy's advice on building a strong network

[00:45:10] What motivates Guy and where to find him

Connect with Guy Bartlett:

Website: https://fidelis-advisory.uk

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

LinkedIn: https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

mergers and acquisitions, SME acquisition, business buyers club, fidelis advisory, UK business sale, leveraged buyout, business broker, due diligence, seller psychology, baby boomer business exit, deal structure, deferred consideration, vendor financing, SBA lending, business acquisition mistakes, culture in M&A, overseas business acquisition, UK economy, exit planning, business valuation

In this special episode of Before You Buy or Sell a Business, we're sharing a presentation from Acquire Fort Worth, Jared Johnson's monthly event for entrepreneurs through acquisition (ETA), buyers, operators, and investors.

Richard Chance, Professor at Tarrant County College and founder of the ETA Accelerator Program, shares the lessons he's learned from working with hundreds of aspiring business buyers. Rather than focusing on deal structure or financing, Richard explores the mindset, habits, and behaviors that consistently separate successful searchers from those who struggle to acquire a business.

Throughout the presentation, he discusses why buyers should treat their search like a startup, the importance of building systems instead of relying on motivation, how repetition develops better acquisition judgment, and why relationships, consistency, and execution often matter more than finding the "perfect" deal.

Whether you're just beginning your search or actively evaluating acquisitions, this presentation offers practical insights into building a more disciplined and successful acquisition process.

Main Takeaways:

• Treat your business search like a startup by building systems, measuring progress, and committing to consistent effort.
• Focus on the activities you can control instead of becoming discouraged by outcomes you cannot control.
• Distinguish between real obstacles and self-imposed barriers that often prevent buyers from taking action.
• Build an acquisition operating system to manage outreach, relationships, deal flow, and personal performance.
• Reviewing more opportunities develops better acquisition instincts and improves decision-making over time.
• Don't let the pursuit of the "perfect" acquisition prevent you from gaining valuable ownership experience.
• Success in ETA requires strong habits, accountability, and a support network that helps you stay consistent.
• The best opportunities often begin as conversations, relationships, or situations, not listings.
• Develop a value creation plan before closing so you're prepared to operate and grow the business from day one.
• Long-term success in acquisition entrepreneurship comes from consistency, discipline, and continuous learning, not luck.

Jared Johnson sits down with Mark Sims, Managing Partner at Consult MSG, to discuss what separates businesses that create lasting value from those that create unnecessary risk during an acquisition. Drawing on decades of experience in consulting, corporate leadership, M&A, and post-acquisition transformation, Mark introduces his framework for evaluating businesses through the "Five Cs" of value creation and preservation. Together, they explore why competitive positioning, cash flow management, clean financials, customer concentration, and operational capabilities matter long before a deal reaches closing. They also discuss how buyers should evaluate founder dependency, customer concentration, documentation, and non-compete agreements, along with practical ways sellers can prepare their businesses for a smoother exit. The conversation closes with lessons from real transactions, common deal mistakes, and what successful buyers should focus on during the first 100 days after acquiring a business.

Main Takeaways:

• The Five Cs provide a practical framework for both buyers evaluating businesses and sellers preparing for an exit.
• Competitive positioning should clearly explain why a business wins customers and where future growth opportunities exist.
• Understanding the cash flow cycle helps buyers evaluate working capital needs and operational efficiency.
• Clean, organized financials reduce friction during due diligence and increase buyer confidence.
• High customer or vendor concentration can significantly increase acquisition risk and should influence valuation.
• Buyers should evaluate whether customer relationships are tied to the business itself or primarily to the owner.
• Documented processes, SOPs, contracts, and operational systems make businesses more transferable and valuable.
• Non-compete agreements are not a substitute for reducing founder dependency and transition risk.
• Sellers should begin preparing for a sale well before going to market by cleaning up operations, financials, and documentation.
• Buyers should develop a value creation plan before submitting an LOI and execute against it after closing rather than relying solely on a "wait and see" approach.

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

https://www.linkedin.com/in/jaredwjohnson/

Connect with Mark:

https://www.consultmsg.com

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

business acquisitions, business valuation, entrepreneurship through acquisition, ETA, SBA acquisitions, value creation, value preservation, due diligence, quality of earnings, cash flow management, customer concentration, founder dependency, competitive positioning, standard operating procedures, SOPs, operational documentation, transition planning, acquisition strategy, lower middle market, M&A

Jared Johnson takes a different seat in this episode as he gets interviewed and answers real questions from buyers and sellers about entrepreneurship through acquisition. The conversation cuts straight through the hype and focuses on what it actually takes to buy and run a business.

Jared explains why ETA has become so popular in recent years and why much of what people see online does not match reality. He talks through what lenders are really looking for, including experience, liquidity, and consistent cash flow, and why those factors matter so much when getting a deal approved.

The episode also covers the most common reasons deals fall apart. Jared walks through red flags like inconsistent financials, customer concentration, and buyers trying to operate businesses remotely. He shares where buyers go wrong, especially when they skip due diligence, rush into deals, or rely too heavily on brokers and sellers without verifying the numbers.

There is also a personal story from Jared’s first acquisition that shows how expensive mistakes can be when diligence is limited. It is a clear reminder that even deals that look solid on the surface can carry real risk.

This is a practical, honest look at ETA for anyone considering buying a business or currently in the process.

Main Takeaways:

• ETA is real, but it is much harder than it is often presented online
• You cannot treat buying a business like passive income, it requires real involvement
• Lenders focus heavily on buyer experience, available cash, and stable cash flow
• Deals often fail early due to weak financials or lack of buyer preparation
• Customer concentration and inconsistent revenue create major risk
• Skipping due diligence or hiring the wrong advisors can be costly mistakes
• Asking why the seller is selling can reveal important issues
• The best deals match the buyer’s experience with the business they are buying
• Investors can help, but not all investor relationships are good ones
• Patience matters, buying the wrong business is worse than waiting

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

entrepreneurship through acquisition, ETA reality, SBA lending, buying a business, business acquisition mistakes, due diligence, quality of earnings, cash flow analysis, customer concentration risk, deal red flags, acquisition financing, small business acquisition, search fund, lender perspective, acquisition strategy

Jared Johnson sits down with Ivy Millman, CEO of WHIZDOM, to explore a missing piece in many lower middle market acquisitions: customer due diligence. Ivy shares how her background in accounting, Stanford, Apple, and decades of business-customer research led her to build a firm focused on helping buyers, investors, and operators understand what financial, legal, and technical diligence often miss. The conversation breaks down how independent customer interviews can uncover risks around retention, churn, concentration, loyalty, product issues, and transition vulnerability before a deal closes. Ivy explains her process, why customers often reveal more to a neutral third party than to sellers or buyers, and how these insights can shape valuation, confidence, and post-close growth plans. Jared also shares what he is seeing in SBA acquisition lending, including higher defaults, tighter scrutiny, and the growing need for real diligence before buyers commit to multimillion-dollar deals.

Main Takeaways:

- Customer due diligence fills a major gap left by financial, legal, quality of earnings, and technical diligence

- For B2B acquisitions, revenue sustainability depends heavily on retention, loyalty, stickiness, and switching risk

- Customers are often more candid with an independent third party, especially when they want feedback kept anonymous

- Seller-protected customer relationships do not have to block diligence if the process is structured correctly

- Independent customer calls can uncover hidden risks that materially affect valuation and deal confidence

- Customer insights can help buyers decide whether to move forward, renegotiate price, or build a stronger post-close plan

- High customer concentration becomes even riskier when relationships sit primarily with the founder or seller

- What buyers learn pre-close can become a practical roadmap for post-acquisition growth and retention

- Sellers can use the same kind of customer work before exit to improve enterprise value, loyalty, and retention

- SBA acquisition buyers should not rely on lenders, brokers, or sellers alone to validate a deal

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

https://www.linkedin.com/in/jaredwjohnson/

Connect with Ivy:

https://www.linkedin.com/in/ivymillman/

[email protected]

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

customer due diligence, B2B acquisitions, lower middle market, ETA, entrepreneurship through acquisition, SBA loans, quality of earnings, QofE, customer retention, customer stickiness, customer loyalty, customer churn, revenue sustainability, founder dependency, seller transition risk, customer concentration, post-acquisition growth, valuation risk, M&A diligence, independent third party diligence

Jared Johnson sits down with M&A advisor and serial entrepreneur Christine McDannell, founder of The Magnolia Firm, to unpack a deal that did not go as planned. Christine shares how an acquisition of a dance and fitness studio moved from seemingly profitable to cash-flow negative once she took over operations. They walk through what she missed because of speed, compressed diligence, and incomplete financial visibility, including licensing costs, seasonal revenue swings, and marketing spend that lived outside the books. Christine explains why raising pay and funding upgrades early created unintended expectations, how customer and operational pressures compounded the situation, and why working capital is the difference between surviving a rough stretch and being forced to shut the doors. The conversation challenges the idea that buying businesses is easy and highlights how even experienced operators can misstep when timelines are rushed and the full expense picture is not visible.

Main Takeaways:

1. Speed compresses diligence and increases the odds of missing material risks
2. A business that looks profitable can become unprofitable quickly once all true expenses hit the buyer’s books
3. Working capital determines whether a downturn becomes temporary or fatal
4. Marketing spend and other costs can be obscured when accounts sit outside the primary P&L
5. Immediate raises and visible capital improvements can create entitlement and escalating demands
6. Seasonality can materially impact revenue and must be stress tested before closing
7. Customer service businesses carry emotional and operational volatility that buyers often underestimate
8. Not every concept is best acquired; some are better built from scratch with rent and unit economics designed correctly
9. Transparency about failures helps reset expectations and protects new buyers from unrealistic narratives

Episode Highlights:

1. Christine’s background: 22 years as an entrepreneur, 10 startups, acquisitions, roll-ups, and turnarounds
2. Launching The Magnolia Firm in 2021 and advising sellers while continuing to acquire businesses personally
3. The trigger: seeing a studio opportunity and moving quickly after the seller shut it down
4. Operating under LOI: taking over operations immediately while still finalizing purchase terms
5. Reactivating customers after a sudden closure and attempting to stabilize revenue
6. Underestimating licensing, regulatory, and operating costs that surfaced post-close
7. Early missteps: raising pay immediately and funding upgrades without validating margin stability
8. Discovering hidden marketing expenses and incomplete financial visibility
9. Realizing the business was running a material monthly loss and funding the burn personally
10. The decision point: when to stop financing losses and close the business
11. The broader lesson: why speed, ego, and optimism can override discipline in acquisitions

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

https://www.linkedin.com/in/jaredwjohnson/

Connect with Christine:

https://www.linkedin.com/in/christinemcdannell/

https://themagnoliafirm.com

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

entrepreneurship through acquisition, ETA, business acquisition, due diligence, working capital, cash flow, seasonality, hidden expenses, marketing spend, financial statements, seller disclosure, post-close execution, integration risk, employee retention, compensation strategy, customer service operations, M&A advisory, boutique brokerage, deal failure, acquisition lessons, operator mindset, unit economics, rent burden, distressed operations, business risk management

In today’s M&A market, the difference between a clean transaction and a painful one often comes down to pricing discipline, seller integrity, and how prepared the buyer is before the first call.

In this episode of Before You Buy or Sell a Business, Jared Johnson sits down with Greg Kovsky, President and CEO of International Business Associates (IBA), the Pacific Northwest’s largest and oldest business brokerage firm. Greg has spent more than 30 years in the industry and has personally facilitated over 300 transactions. He shares what he’s seeing in the last 12–18 months, why buyer demand is the strongest he’s seen, and how retirement-driven transitions will continue to fuel deal volume for years.

Greg also explains IBA’s paid-on-performance model, why they only take about one out of three potential listings, and the three reasons they will refuse to represent a seller. On the buyer side, he breaks down exactly how to stand out in competitive processes, why relevant experience matters for SBA-backed acquisitions, and why full financial transparency is non-negotiable. Finally, Greg gives a practical take on where AI helps and where it can mislead, especially when valuing businesses without local and state-level context.

Main Takeaways:

1. Buyer demand is the strongest Greg has seen, driven by a growing “buy and build” culture
2. Retirement-driven ownership transitions are expanding supply, but quality sellers still have options
3. Paid-on-performance brokers have built-in incentives to price honestly and only take sellable deals
4. IBA only lists about 1 out of 3 businesses: unrealistic value expectations, weak business model, or lack of seller integrity
5. Due diligence should “follow the money”: verify deposits, review bank statements, and drill into expense detail
6. Buyers stand out by being ready early: resume/bio, personal financial statement, banker pre-qual, CPA and attorney
7. Relevant experience matters, especially under SBA guidelines, because you cannot sell “management ability”
8. AI can support marketing and education, but valuation still requires local knowledge and tax context

Episode Highlights:

[00:00] Intro: Greg Kovsky and IBA’s transaction footprint

[03:05] What’s changed in the last 12–18 months and why demand is so high

[06:10] The rise of buyer demand from “buy and build” entrepreneurs

[09:20] Why retirement-driven transitions will keep deal flow strong long-term

[12:10] Exit cycles: why entrepreneurs often sell and move on within 7–8 years

[14:35] Immigrant buyers and the Pacific Northwest tech corridor

[17:15] What sellers care about: protecting employees, customers, vendors, and legacy

[19:40] Paid-on-performance vs. upfront fees: incentives, pricing, and sellability

[23:15] Why overpricing hurts sellers and can cost years of exit timing

[25:40] IBA’s screening: the three reasons they refuse a listing

[29:10] Integrity red flags: moving expenses across entities and why diligence matters

[34:10] “Follow the money”: bank statements, QuickBooks detail, and full disclosure

[37:30] Training brokers: why this job requires legal, tax, finance, real estate, and psychology

[41:50] How buyers stand out: preparation, financial strength, and a built deal team

[46:05] Fit matters: examples of niche alignment that wins deals

[49:40] Veterans as strong operators and underutilized SBA programs

[53:10] Bilingual support and making complex deal terms understandable

[56:40] AI limits in valuation: state tax differences and local demand change pricing

[01:01:20] Mentors, motivation, and why entrepreneurship keeps Greg engaged

[01:04:30] How to reach IBA and where to find their educational resources

More from Greg and IBA:

Website: https://ibainc.com

More from Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

business brokerage, business valuation, selling a business, buying a business, mergers and acquisitions, M&A intermediary, IBA business brokers, paid on performance broker, buyer demand, retirement business sale, ownership transition, entrepreneurship through acquisition, ETA, SBA acquisition financing, due diligence, quality of earnings, deal team, personal financial statement, buyer fit, seller selection, local market valuation, AI in business valuation, Pacific Northwest M&A, manufacturing business sale, distribution business sale, industrial services acquisition, confidential business sale

Jared Johnson sits down with Andy Allaway, CEO of Empire Flippers, one of the largest marketplaces for buying and selling online businesses. Andy shares how the company built a global platform that lists only 5 percent of submitted businesses, vets every seller, verifies every buyer, and has facilitated thousands of acquisitions ranging from high five figure deals to eight figure exits.

Andy explains why the online business market has matured significantly in the last decade, how valuation expectations shifted after the zero interest rate era, and why today’s buyers are far more sophisticated in due diligence. He breaks down Empire Flippers' internal valuation methodology, their strict criteria for accepting a listing, and how their engineering and sales teams use technology and human oversight to efficiently match buyers to opportunities.

Jared and Andy walk through what is actually happening behind the scenes of a digital marketplace. They discuss creative deal structures, the rise of SBA financing for online businesses, the normalization of quality of earnings reports, buyer behavior trends, the impact of AI on different business models, and why co brokering high quality listings is becoming a meaningful expansion channel for Empire Flippers.

Andy also shares why he believes e commerce remains one of the most resilient acquisition categories in a world increasingly shaped by AI and why productized, transferable businesses like faceless YouTube channels are becoming a fast growing asset class among buyers.

Main Takeaways:

- A highly selective vetting process means only about 5 percent of businesses submitted to Empire Flippers are accepted

- Strong financials, clean books, realistic valuations, and stable trends are critical to a seller’s eligibility

- Many sellers remain psychologically anchored to inflated valuations from the 2020 to 2022 period

- Buyers today are more sophisticated and expect clean financials, organized records, and clarity on trends

- Due diligence has matured and exclusive due diligence periods, quality of earnings reports, and buyer side advisors are now common

- Empire Flippers verifies buyer identity and liquidity before granting access to listings in their price range

- AI enhances buyer matching by analyzing thousands of historic CRM notes to surface relevant opportunities

- Co brokering is expanding the marketplace by bringing in high quality listings from a select group of trusted brokers

- E commerce continues to perform strongly because AI enhances rather than replaces the business model

- SaaS valuations remain high but are more vulnerable to disruption from rapid AI advancements

- Sellers should have accurate books, a true understanding of profitability, and realistic valuation expectations before going to market

- Buyers benefit when marketplaces maintain strong vetting so they are not wasting time on stale or overpriced listings

- Market cycles influence both valuation expectations and the creativity of deal structures

- Remote first companies can build strong global teams and attract diverse buyer and seller pools

- Leadership, culture, and flexibility are powerful motivators for teams in digital first organizations

Episode Highlights:

[00:00:40] Empire Flippers overview and how the online business marketplace has evolved

[00:01:36] What types of online businesses qualify for the platform

[00:03:22] Why only 5 percent of submitted businesses pass the vetting process

[00:04:14] Common reasons listings are rejected and how sellers can better prepare

[00:05:22] How Empire Flippers validates financials, builds P and Ls, and packages listings for buyers

[00:08:07] Seller psychology and the lingering impact of inflated 2020 to 2022 valuations

[00:10:00] How valuation ranges are established and why realistic pricing matters for sellability

[00:11:49] What buyers expect today and why due diligence has become far more rigorous

[00:14:23] Buyer verification, liquidity checks, and the role of human led sales outreach

[00:17:00] AI driven buyer matching using thousands of historic CRM notes in HubSpot

[00:20:32] Why the market shifted in 2023 and how buyer and seller expectations reset

[00:22:20] Creative deal structures, earn outs, and the rise of financing on larger deals

[00:25:37] Empire Flippers' changing view of SBA lending for online businesses

[00:26:54] The normalization of quality of earnings reports and their effect on timelines

[00:28:10] Co brokering as a new strategic growth path and the first 6.5 million dollar agency success story

[00:31:31] What types of brokers and deals are ideal for co broker partnerships

[00:34:25] Trends in e commerce acquisitions and why diversified channels beyond Amazon are attractive

[00:38:44] The rapid rise of faceless YouTube channels as turnkey, productized acquisition targets

[00:40:31] AI’s impact on SaaS valuations and why e commerce remains resilient as an asset class

[00:41:05] The realities of seller expectations, market cycles, and valuation resets

[00:41:56] Remote culture, leadership, and Andy’s personal motivation to build a flexible global team

Connect with Empire Flippers:

Website: https://www.empireflippers.com

LinkedIn (Andy Allaway): https://www.linkedin.com/in/andyallaway

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

LinkedIn: https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

online business acquisition, digital business marketplace, SBA loan, e commerce acquisition, SaaS valuation, due diligence, quality of earnings, buyer vetting, seller vetting, business valuation, marketplace M and A, remote business, co brokering, AI in acquisitions, deal sourcing, financial verification, buyer matching, main street acquisitions, online business trends, acquisition strategy

Jared Johnson sits down on location with Jordan Hood, the new owner of Low’s Bridal, a regionally known 48-year bridal institution in rural Arkansas. Jordan shares how a childhood on a Mississippi farm, an art and photography degree from Parsons, early digital marketing work in New York, and five years raising money for St. Jude all shaped the way she eventually stepped into owning a historic 22,000 square foot bridal shop she first joked about buying at age 19. She explains how she found the deal through her best friend’s family, what it took to win the trust of sellers who saw their staff as family, and why saving, buying her first home, and years of work across multiple industries positioned her for a successful SBA loan.

Jordan and Jared break down the real transition process inside a legacy business. They discuss hiring managers to replace two founders, navigating vendor account transfers, ordering a phase one environmental report early, using working capital to bridge delays, and learning everything from market trips to seven circuit breaker panels in a 30-day sprint. Jordan also shares the operational and customer experience changes she made on day one, including modernizing the check-in process, rewriting sales scripts, and improving the flow for today’s bride while protecting the magic that has defined Low’s Bridal for nearly five decades.

Main Takeaways:

• A nontraditional background can prepare a buyer more than they realize
• Deals often originate from long-standing relationships and small conversations
• Asking a seller if they would ever sell is a simple but powerful first step
• Sellers of legacy businesses often value the right buyer more than maximum price
• Building genuine trust with the seller and long-tenured staff creates stability during transition
• Buying a home or establishing savings can strengthen a buyer’s SBA profile
• Ordering environmental reports and key third-party items early can prevent last-minute delays
• Working capital is essential during the early weeks of account transfers and vendor approvals
• A defined transition period helps the buyer learn daily operations and uncover hidden processes
• Legacy owners often do everything themselves and successors may need to build a management team
• Improving customer flow and experience can increase conversion without losing the brand’s essence
• Today’s customers expect faster processes, guided appointments, and a modern check-in experience
• Sales scripts should create connection and trust, not pressure
• Mentors and industry coaches provide valuable support through a steep learning curve
• Loving the mission and the day-to-day work sustains owners through demanding seasons

Episode Highlights:

[00:00:40] Meet Jordan Hood and the origins of Low’s Bridal

[00:01:36] Growing up in rural Mississippi and discovering a creative path

[00:03:22] Early digital marketing work in New York during the rise of social media

[00:04:14] From floristry and fashion to AI behavioral advertising

[00:05:22] Five years at St. Jude and the business efficiency lessons of nonprofit fundraising

[00:08:07] The college conversation where Jordan first joked she would buy Low’s one day

[00:10:00] How the deal file landed on Jared’s desk and why this SBA loan looked different

[00:11:49] Being a “normal person” buyer and how saving and buying a home made the deal possible

[00:14:23] Advice to searchers: be willing to ask owners if they might sell

[00:17:00] Winning the trust of the sellers and staff in a multi-generation bridal business

[00:20:32] Replacing two founders with one owner and hiring managers quickly

[00:22:20] What Jordan would do differently and what she wishes she knew up front

[00:25:37] Ordering the full phase one environmental report early and why it mattered

[00:26:54] How working capital bridged delays in vendor account transfers and tax IDs

[00:28:10] Making the most of a 30-day transition period and learning daily operations fast

[00:31:31] The hidden workload of transferring designer, accessory, and service accounts

[00:34:25] Redesigning the appointment journey and shortening check-in from 13 minutes to seconds

[00:38:44] Rewriting scripts to support customer experience instead of controlling customer movement

[00:40:31] The value of having mentors and a bridal-industry coach

[00:41:05] Jordan’s motivation: creating generational memories and helping brides say yes to the dress

Connect with Jordan:

Website: https://www.lowsbridal.com

Instagram: https://www.instagram.com/lowsbridal

Connect with Jared:

If you have questions for Jared, visit: https://jaredwjohnson.com

LinkedIn: https://www.linkedin.com/in/jaredwjohnson/

DISCLAIMER:

The views and opinions expressed in this program are those of the guests and host. They do not necessarily reflect the views or positions of my employer.

Keywords:

bridal shop acquisition, SBA loan, small business purchase, legacy business succession, operational transition, environmental due diligence, vendor account transfer, customer experience design, bridal retail operations, multi generation business, sales process, appointment flow, business ownership journey, main street acquisitions