Ferenc Fekete

Helping non-tech Founders transform Ideas into SaaS products @ VeryCreatives | Product Agency, SaaS & MVP Development | Startups

Most non-technical founders struggle turning their SaaS idea into a scalable product.

They waste months (or even years):
→ Trying to hire the right developers
→ Burning cash on poor planning and execution
→ Second-guessing every technical decision along the way

Meanwhile, competitors move faster, investors demand traction, and the pressure to deliver keeps building more and more.

I've seen it happen far too many times.
Which is exactly why we started VeryCreatives.

We help early-stage founders go from idea to market-ready MVP in just 90 days...
...all without the stress of managing a development team of your own or writing a single line of code.

For the past 12 years, we’ve been building products for venture-backed startups, fast-growing scale-ups, and even globally recognized brands like Red Bull, Nestlé, and Philips.

Here’s how it works:

👉 1. Clarify your product strategy: 
First, we validate your idea, define your MVP scope, and ensure you’re building something the market actually wants.

👉 2. Create a world-class user experience:
Next, our design team crafts stunning, intuitive interfaces that set your product apart from the competition.

👉 3. Develop a high-quality, scalable MVP:
Finally, we build a robust and investor-ready product that quickly gets you to market (without cutting corners).

The startups we work with have:
✔️ Launched investor-ready MVPs in under 90 days
✔️ Secured funding from top-tier investors and VCs
✔️ Scaled from first users to thousands of paying customers

So if you’re a non-technical founder looking to turn your idea into a fully built MVP in the next 90 days... all without the stress or headache?

Shoot me a DM or book a quick consultation with me here to chat more about how you can get there: https://verycreatives.com/book-a-call

Co-Founder

At VeryCreatives, we are a team of expert developers who create powerful SaaS apps that solve problems and drive growth for founders with initial funding. We believe in empowering our clients with innovative software that helps them achieve their goals and stand out in their industry.

Our audience consists of driven and ambitious founders who have just received initial funding for their startup. They are looking for a software development partner who understands their vision, can help bring their ideas to life, and deliver results that will help them achieve their business goals.

Founders with initial funding have a pressing need to build their product quickly and efficiently to maximize their chances of success. At VeryCreatives, we understand this need and are dedicated to creating high-quality SaaS apps that not only meet their requirements but also exceed their expectations. We are committed to delivering value and results that help our clients succeed.

VeryCreatives stands out in the market for our ability to deliver high-quality, innovative solutions that meet the needs of our clients. Our unique approach to software development, coupled with our expertise and commitment to excellence, is what drives us to provide outstanding results to our clients.

Industries our clients operate in, using the SaaS products we've built: 
- Digital marketing, Event marketing & Influencer marketing SaaS
- Foodtech & Delivery 
- Fintech, Banking & Investments
- 2-sided marketplace platforms
- Agriculture & Livestock management
- Packaging compliance & Waste

Markets we cover: UAE, EU, UK, US.

Last week was tough for us.

One of our team members decided to move on after 9 years.

He joined when his kids were still young. Now they’re almost adults.

Over nearly a decade, he became a core part of the company. A leader. A pillar.

But when he told us he was ready for something new, we completely understood.

Because that's the kind of culture we’ve built here at VeryCreatives.

We talk a lot about creating a workplace where people WANT to stay.

But we also want it to be a place they can leave — on good terms, with support, and without regrets.

Sure, it's true that people move from job to job more often now.

But in our case, many team members have been with us for 5, 8, even 10+ years.

That doesn’t happen by accident.

We’ve always tried to build something stable in an unstable world. No politics. No corporate ladder drama. Just good people solving interesting problems together.

And when life happens, whether it's marriages, kids, or relocations, we adapt.

This year alone, we’ve celebrated milestone birthdays across the team — 30, 40, 50. We’re not just working side by side. We’re walking through life stages together.

That’s why people stay for as long as they do.

Because they know VeryCreatives is a place where you can grow AND feel safe. Where your work matters, but so does your life outside of it.

And when someone does eventually decide to move on?

They don’t just disappear. They stay part of the story. Some drop by for a beer. Others come back to work on new projects.

They leave a mark, and they always will.

The bottom line is this:

In a world that’s constantly shifting, it still matters (more than ever) to build something stable.

Not just a place where you can work. But a place where you can belong.

Helping startup founders & innovation labs validate and scale ideas into exit-ready products @ VeryCreatives | 🔥 Two decades in tech

Almost every time, the founders joining our MVP validation sprints come with a crystal-clear product idea… or so they think:

They have a list of features, a target market, and a deadline.

They want us to say "yes, we love it" and build fast.

Instead, 9 times out of 10, we push back.

We challenge every assumption:
👉 "Why do you need this feature?"
👉 "Has any user actually asked for it?"
👉  "What’s the fastest way to test if people will pay?"

Yes, it causes tension. Nobody likes to have their vision picked apart.

But after 2 days of interviews and rapid prototyping, all the flaws in your core hypothesis start to show up.

Sometimes, this means we cut ~70% of the features people just don’t care about.

And that’s what we’re here for. We help you ditch the noise and focus on what actually will grow your SaaS in the early stages.

It’s not a clean-cut process. It gets messy (and annoying) sometimes.

But our goal is to get you to real validation, a leaner MVP, and a demo users get genuinely excited about.

If you want that and a team that won’t nod along, but challenge you: DM me.

How we go from idea →validated MVP in 6 weeks (step by step):

1. Week 0: Ruthless alignment

We start by killing the founder’s “pet features” and locking in the one problem that makes or breaks the business.

If you can’t explain your core value prop in one blunt sentence, you’re not ready to build.

2. Week 1: Real user interviews (no survey BS)

We get the founder out of their bubble.

Talk to 5-10 target users, live (not with a Google Form).

Ask about their last real pain, not “Would you use this?”

This is where most SaaS ideas die (and that’s a good thing).

3. Week 2: Risk mapping

We list every assumption that could destroy your business model.

Then we grab the riskiest one and design our MVP to smash it fast.

No “nice to haves.” Only “must have” proof.

4. Week 3–4: Design-driven build

We use wireframes to map just the critical user flow – nothing more.

Our dev team builds only what’s needed for a real-life test.

If it feels embarrassingly lean, you’re on the right track.

5. Week 5: First contact

We put your ugly MVP in front of real users.

We measure: 

👉 Will they pay?
👉 Will they switch?
👉 Will they commit?

Crickets or confusion? That’s data, not failure.

6. Week 6: Debrief

If users bite, we double down.

If not, we pivot or kill it.

Every week, clarity beats comfort.

Okay, but how is this sprint different from something you can do on your own?

You get:

👉 A full team (PM, design, dev, QA) running tight Agile sprints.

👉 Weekly reports, no black boxes.

👉 3 months of post-launch support – because the real learning really starts after launch.

More details in the first comment – check it out 👇

The mistake I still see after 15 years building SaaS:

Founders obsess over “v2” features because building feels safer than hearing “no.”

So they polish and perfect, hoping bells and whistles can distract from the core risk:

It happens every quarter.

Another founder sinks months into a slick analytics dashboard.

Custom charts, exports, Slack alerts… you name it.

But when launch day comes, nobody even uploads their first dataset.

The question I’m asking my clients is:

Will anyone care enough to use v0.5?

Every “nice to have” is just a shield against the real test.

And every hour spent hiding behind code is a bet that gets more expensive.

All you need is proof someone will bother to try your ugly, unfinished, brutally honest version.

Start hunting for rejection.

Tag a founder who needs to see this.

Acquisition Ace

President

Fit Pro Tracker

Co-founder & Chief Financial Officer

Alliance Defending Freedom

Sr. Director of Transformational Partnerships

• Experienced leader passionate about serving others and creating lasting relationships.
• Inspire others to collaborate and support ADF and its guiding principles.
• Reach and develop deep relationships to broaden support for ADF.
• Serve our ministry friends and be the conduit between support and results.
• Develop and build ADF's presence in the Northeast Region to ensure strong relationships and an increasing support base.
• Be the best team member, collaborator, and servant-leader.

Director of Transformational Partnerships

JPMorgan Chase & Co.

Selected for a position with the top two Scottsdale private banker teams performing prospect research, strategy, and client investment portfolio consulting. Oversaw prospect selection and development during the entire life cycle from prospect to client.

Private Banking Associate

Hand Selected as one of the first three members of the JPMorgan Chase & Co. Military Officer Executive Development Program (MOEDP) in Phoenix, AZ. MOEDP selects top performing junior military officers and develops them into future business executives within JPMorgan Chase. I am currently serving in Phoenix Location Services Department.

Associate

US Army

Chosen over peers to lead and manage over 250 personnel in an arduous and results-oriented environment. Integrates multiple cross-functional teams to train, develop, and prepare civilian volunteers into Soldiers in a 10-week cycle. Responsible for over $3 million worth of equipment and the management and mentoring of 18 training personnel.

Company Commander

Project Manager for the daily training operations of 250 personnel. Utilized project management life-cycle principles for efficiency and scalable results. Coached and trained fifteen team leaders in order to share tools, techniques, and best practices. Ranked as #1 team out of 5. Developed local community partnerships through engaged leadership. Planned and led over 4-community school outreaches pairing military leaders with disadvantaged children in a local elementary school. Consistently ranked as #1 of 5 Executive Officers.

Project Manager/Executive Officer

Managed 5 intelligence analysts tasked with proving security analysis and consulting for local threats against the United States Military in Germany. Developed and implemented individual and team training programs. Created intelligence gathering program to gather, analyze and disseminate critical security related information, which led to the apprehension of 3 terrorists planning an attack on a local military base in Germany.

Consultant/Intelligence Officer

Coordinated training for all five units geographically dispersed throughout Germany, Italy, and Belgium. Supervised the training schedules and supply requests for all five Companies within our Battalion unit. Emplaced a maintenance program which increased equipment operational rating to over 90%. Received commendation from Senior officer for effectively coordinating 3 tons and 700,000 dollars of equipment during a 2,000 personnel exercise.

Project Manager/Training Officer

Acquired & scaled 7 businesses with little or $0 down. | Off-market deal sourcing fanatic. | Helping others do the same.

Hey! Ben here...

I help everyday people buy profitable businesses with little to no money down.

My journey started 6 years ago when I was working 60 hours/week at JP Morgan, dreaming of more time with my family.

Today, I own a portfolio of 6 businesses that generated $7M+ in revenue last year, and I only work 18 hours per week.

The secret?

I discovered how to acquire existing, profitable businesses using creative financing strategies and government-backed loans.

I've used this method to build a portfolio that includes:

• A SaaS company making $150k/year (bought for $5k down)
• An ATM route generating $40k/year (zero money down)
• A financial services company producing $450k/year
• 3 other businesses bringing in steady cash flow

The best part?

I never work more than 20 hours a week.

This gives me the freedom to spend quality time with my wife and three kids while still growing my wealth.

Here's what most people don't realize:

Right now, 10,000 Baby Boomers are retiring every day, many looking to sell their profitable businesses. 

This creates an unprecedented opportunity for those who know how to take advantage of it.

You don't need to start from scratch.
You don't need huge savings.

You just need to know how to structure the right deals.

Want to learn how to buy profitable businesses using other people's money?

📲 DM me "Biz" and I'll show you how.
🤝 Follow me to stick around for more!

Thanks for being here!

Ben Kelly

The corporate dream is dead.

MBA students are turning down 6-figure salaries at McKinsey to buy small businesses.

As someone who did the same…

Here’s my take on the situation:

--

I used to work at JP Morgan.

Got the MBA... Got the 6-figure salary...

But when I realized I could buy a small business and make money on the side?

I pounced on an opportunity.

--

I found a small business (SaaS) on LinkedIn and invested $5k for 10% equity.

After that?

I acquired 2 more businesses:

1. Web Design Company
2. Nail Salon

Then I quit my job.

--

The numbers don't lie here.

75M Boomers will retire by 2030, and 10,000 are currently retiring every day.

Here's why these top graduates are choosing to profit from this opportunity:

--

💰 Earning Potential

All it takes is just one small business to earn more than a corporate salary.

I look for boring, established businesses (5+ years old) with strong cash flow and growing revenue.

If you're patient enough, you can find a business that allows you to take home 6-figures plus.

--

⏰ Time Flexibility

In total, I own 7 small businesses and work ~20 hours per week.

I buy businesses that already have systems and operations built so I can delegate tasks and be removed from the day-to-day.

I just need to hire smart.

--

❤️ Fulfillment

When you have a traditional job, you make more by increasing your hours.

But I buy businesses that don't need me there 9 to 5 to increase my income.

This means I have more time for my family as well as control over my earnings.

--

The best part?

Even if you're not a business major, you can still buy your own small business.

If you want to learn the method I used to scale my business portfolio to $800k/year...

DM me "Biz" and I'll show you how.

I know within 30 seconds whether or not I’m buying a business.

It’s not because I have an MBA…
It’s because I know what to look for.

Here are the 10 signs I need to see (before I buy):

--

1. The business is 5+ years old.

I never touch startups or new ventures.

By year 5, they've survived the initial growing pains, and proven their model works.

Most failures happen in the first 3 years.

--

2. The owner is retiring (not running).

This is my sweet spot.

I love buying from Boomers who built solid businesses but are ready to step back.

Red flag: Owners "escaping" a sinking ship.
Green flag: Owners who truly want to retire.

--

3. There's an existing general manager.

If I have to run daily operations…

I'm buying myself a job.

So, I always look for businesses that either have management in place, or are in a place where we can easily hire someone.

--

4. It passes the "Fax Machine Test."

This is my favorite filter.

If they still use fax machines, outdated websites, or paper-only systems…

That's pure gold.

It means I can add immediate value through simple tech upgrades.

--

5. The business is recession-resistant.

I stick to essentials people can't live without:

• HVAC (people need heating/cooling)
• Plumbing (pipes will always break)
• Accounting (taxes aren't optional)

Avoid luxury services that disappear when times get tough.

--

6. Revenue is recurring (not project-based).

One-time sales are stressful.

Monthly recurring revenue is beautiful.

I want businesses where customers pay regularly:

• Monthly service agreements
• Maintenance contracts
• Subscription tiers

--

7. The cash flow covers debt service + GM salary + my take.

Simple math:

If the business makes $30k/month, I need to see:

• $5k for my investor (if used)
• $12k for loan payments
• $6k for GM salary
• $7k for me

If the numbers don't work, I walk.

--

8. It's boring and unsexy.

I avoid "exciting" businesses.

The more boring, the better:

• Waste management
• Storage facilities
• Laundromats

Boring = Predictable.

--

9. The financials are clean and consistent.

I want to see 3 years of steady (or growing) profits.

No wild fluctuations.
No creative accounting.

Just boring, predictable cash flow.

--

10. I understand the business model completely.

If I can't explain how they make money in 2 sentences, I pass.

Why?

Because complex businesses have complex problems.

You need to be an absolute expert in this business, but you MUST understand the model.

--

These 10 filters have helped me acquire 7 businesses that now pay me $836k/year.

Most deals fail at least 3 of these criteria.

The ones that pass all 10?

Those are the deals that change your life.

--

If you want to learn how to find and acquire boring businesses using little to no money down…

DM me “Biz” & I’ll show you how.

This book changed my life.

It helped me:

• Escape the 9-5
• Buy boring businesses
• Have more time for my family

Here are my 10 favorite takeaways:

--

1) Leverage the existing assets.

The business you acquire should already have some infrastructure to it.

You can leverage the:

• Existing customer base
• Brand reputation
• Employees

This is vital for growth and longevity.

--

2) Think like an entrepreneur.

By building a portfolio of businesses, you could be considered an "investor."

But you need to think like an entrepreneur.

After you buy the business:

You need to keep it afloat.
You need to see opportunities.
You need to make improvements.

--

3) Focus on the cash flow.

Cash flow is a critical indicator of the financial health of a company.

The more the merrier.

If you can dial in the systems and delegate, you can earn cash flow on autopilot.

I am now a big fan of delegation.

--

4) Always do your due diligence.

The less research you do for an acquisition, the more stressful it will be.

If you don't uncover hidden:

• Bottlenecks
• Liabilities
• Issues

You're sabotaging yourself.

Trust me, the upfront hassle is worth it.

--

5) Take advantage of strategic financing.

There are many ways to buy a business.

• Seller financing
• Traditional loans
• Using an investor

The more creative you can be (within the limits of the law), the better.

Creative financing is a skill (learn it).

--

6) Maintain a long-term perspective.

Although you can build wealth quite quickly, you should still think long-term.

This strategy is very powerful.

And if you're in it for the long haul, you can build legitimate generational wealth.

Take the high ground and go for it.

--

7) Strengthen the staff.

If you don't want to be tied to your acquisition, hire amazing employees.

Delegation is vital.

If the business is "owner-operated," just know what you're about to walk into.

That's part of the due diligence.

--

8) Develop elite negotiation skills.

Closing deals is a skill.

The better deal you get from day 1, the more money you'll make overall.

You want the best deal possible, right?

So study negotiation.

--

9) Startups are too risky.

To go and start your own business, you're looking at a <10% success rate.

But buying a business that's up and running?

With existing cash flow.
With proof of concept.
With an existing staff.

That seems a lot safer (it is).

--

10) Develop an exit strategy.

While you do want to keep a long-term perspective, you also want an exit plan.

You can shut it down totally.
You can sell the businesses.
You can pass them down.

I recommend the latter two options.

But everyone's different.

--

This book truly did change my life.

After working 60 hours/week at JP Morgan, I just couldn't keep living that lifestyle.

And now?

My portfolio does ~$7M/year in annual revenue.

If you want to learn how to do the same...

DM me "Biz" and I'll show you how.

No alternative text description for this image

Why would you start a business from scratch in 2025?

• My Accounting Firm pays me $5k/month
• I bought 2 trucks making $5k/month
• My SaaS pays me $10k/month

The craziest part?

I’ve acquired 7 businesses in total.

Here's how you can do the same (with little to $0 down):

--

SMBmarket(.)com will be your best friend.

It has tons of listings for owners who are looking to sell their small businesses.

The listings will mention:

• SDE
• FF&E
• EBIDTA

–

Search for a business making $10K+/mo in cash flow & has been profitable for >5 years.

🔍 SMBmarket(.)com → Search: *Your Area* / Service Businesses → Price filter = $500k to $1M → More Filters → Cashflow = Min. $10k.

--

Some businesses to look at:

• Financial Services
• Pool Cleaning
• Laundromat
• Plumbing
• HVAC

Before starting the buying process…

–

Determine your goal.

For me, I hire a GM who runs day-to-day while I focus on increasing cash flow.

Some people enjoy working day-to-day.

--

You shouldn't make any offers until you've secured your financing options.

There are 4 financing options:

• Buying with your own cash
• SBA loan
• Private investor
• Seller financing

You can use multiple methods or just one.

–

When speaking to lenders (banks/investors)...

1) Position yourself as a "safe" bet.
2) Tell them the type of business you want to acquire & why.
3) Bring your last 3 years of tax returns & W2 pay stubs.
4) Prepare a statement that lists your assets & liabilities.

If you can do these things...

You'll be ahead of 99% of borrowers.

--

You'll want the tax returns & P&Ls from the last 3 years.

Profit should be increasing steadily and P&Ls should be relatively consistent with no crazy fluctuations.

Pro Tip:

Hire an accountant to audit the numbers.

–

They can review these KPIs too:

• SDE (Seller discretionary earnings)
• EBIDTA (Earnings before interest, taxes, depreciation, and amortization)
• FF&E (Furniture, fixtures & equipment)

Essentially, this means...

→ Total profit
→ Cash flow
→ Movable assets

--

For making an offer...

Take the average SDE from the last 3 years (ex: $450k)

Multiply it by 2.5x = $1,125,000 and round down to $1,000,000 (that's your starting offer).

–

We can purchase this for $0 down by talking to our SBA lender & asking for the business to be qualified on the 7a program.

This allows us to get a private investor to cover the down payment, so we're $0 out of pocket.

Let me explain...

--

You give a private investor 15% equity & in return, they pay the 10% down payment.

In effect, they’re getting an extra 5% equity for nothing.

On a $450k/yr business...

Your investor makes $5,250/mo passively, which is a 57% CoC return annually.

–

But you still cash flow $29k/mo...

→ Hire a General Manager ($5k/mo)
→ Your salary ($10k/mo)
→ $14k/mo for the business to grow

Congratulations!

You now own a small business.

–

If you want to learn exactly how you can acquire a boring business for yourself...

DM me "Biz" & I'll show you how.

7 Steps to Get Rich From The World's Largest Wealth Transfer:

1. Understand the Silver Tsunami:

• 75 million Baby Boomers are retiring by 2030
• They own 37% of all small businesses in America
• 10,000 Boomers retire every single day
• Most have no succession plan and just want out

2. Target Boring, Recession-Proof Industries:

• HVAC, plumbing, and accounting stay profitable in downturns
• Laundromats and car washes print money regardless
• People always need these services no matter what

3. Find Deals on SMBmarket:

• Search for $500k-$1M asking price
• Look for $10k+ monthly cash flow
• Must be profitable for 5+ years
• Filter for service-based businesses with existing teams

4. Finance 90% With an SBA Loan:

• The government backs these loans for business acquisition
• Banks love lending on established, cash-flowing businesses
• Bring 3 years of tax returns and explain your plan
• This is safer for banks than startup capital

5. Cover the 10% Down With OPM:

• Find a private investor to put up the down payment
• Give them 15% equity in return (win-win structure)
• They get passive returns without running the business
• You put in $0 of your own money at closing

6. Hire a GM to Run Daily Operations:

• Pay them $60k-$80k/year to handle everything
• Your role is strategy and growth, not day-to-day tasks
• Most retiring Boomers already have a manager in place
• This lets you stack multiple businesses over time

7. Use Cash Flow to Pay Everyone Back:

• Business revenue covers loan payments automatically
• Investor gets their 15% cut every month
• GM gets their salary
• You keep the rest while working <20 hours/week

--

If you want to learn more about how you can buy a boring business with little to $0 down...

DM me "Biz" and I'll show you how.

When I told my parents and colleagues I was quitting...

They thought I was crazy.

Leaving behind a job I’d worked so hard to get.

At a company that millions of people dream of working for because of its name.

But the truth is...

I “fell” for the American Dream.

I thought I wanted a shiny title, work travel, and the ability to climb the corporate ladder for 6 figures a year.

But in reality?

I just wanted enough time to spend with my family and money to fund our lifestyle without sacrificing my happiness.

I’d already started investing in businesses before I quit, so I had already replaced my income (and more) before taking the risk to leave.

This is my biggest piece of advice:

Try to work a job AND buy a business.

Once your business income replaces your salary, then quit.

Today, my business income is well over what my salary at JP Morgan was, and in fact, I’m earning a similar amount to most hedge fund managers.

But, I would never have quit before I had a steady income that would protect me and my family’s financial situation.

That’s why it’s more than possible to buy a business while working your W-2, and it’s why you also SHOULD do that.

--

If you want to learn more about how to buy a boring business that gives more time AND money freedom...

DM me "Biz" and I'll show you how

The math on corporate life is broken:

• $60k after taxes = $45k
• $2k rent = $24k/year
• $500 car note = $6k/year
• Basic expenses = $10k/year

You're left with $5k for the year...

Unless you do THIS (10-step plan):
–

Step 1: Market Research.

Start with SMBMarket(.com).

It's the internet's most active business-for-sale marketplace.

You'll see terms like:

- Price (how much it is)
- Revenue (incoming cash)
- Cashflow (profit - expenses)

Adjust the filters to your liking.

–

Step 2: Discover Your Type.

There are 1,000s of businesses to choose from.

Ask yourself:

- What businesses do I visit often?
- Which industries do I like?
- What has longevity?

And you aren't limited to one type either.

–

Step 3: Determine Your Goal.

Every investor is different.

If you want a more "hands-on" experience, something like a parking lot might not be for you.

Determine what you're looking for.

Then get after it.

–

Step 4: Set Your Financing.

Let's figure out your acquisition strategy.

These questions will help:

- Are you buying outright?
- Do you need a bank to finance?
- Are you bringing an investor with you?

I like to structure deals with lending, seller financing, and investors to get as little down as possible.

–

Step 5: Start Making Calls.

The more calls, the merrier.

Steal these tips:

- Jot down as many notes as you can
- Know that you have the power
- Forget about the emotions

I promise this will ease the process.

–

Step 6: Make An Offer.

Now, you MUST look at the last 3 years of "owner's total profit" (SDE).

Multiply the average by 2x-4x (deal dependent).

- Round down
- Make your offer
- Negotiate and wait

Practice expectation management.

–

Step 7: Structure The Purchase.

So I just mentioned that I like to do these deals with little to $0 out of my own pocket.

(Yes, it is possible, but not easy).

Find an investor willing to put up the down payment and give them more equity in return.

The extra cash flow will cover you.

Don't worry.

–

Step 8: Do Your Due Diligence.

This is actually the most important part because you haven't closed yet.

Make sure you:

- Hire an accountant
- Talk to the employees
- Find a like-minded owner
- Check out their social media

Do NOT get lazy here, this is vital.

–

Step 9: Create a Post-Close Plan.

The first 3 months of ownership will set the tone for your success (this is huge).

You'll need:

• Insurance
• Email access
• Website control
• Employee contracts
• Social media accounts

Just to name a few things…

–

Step 10: Exhale and Close.

It's time to put the pen to the paper!

Congratulations.

You've done the due diligence.
You've done the research.
You've done the work.

Your generational wealth journey has begun…

–

Want to learn more about how I buy profitable businesses without using tons of capital?

DM me "Biz" and I'll show you how.

I haven't had a 9 to 5 in 4 years.

Why?

Because I own 7 boring businesses that pay me $800,000+ per year.

You can do the same (if you start now).

Let me show you how:

--

Step 1: Make a target list.

Head to SMBmarket(.com) & build a list of 20-30 businesses that you like.

Use these filters:

• 5+ years in business
• Service-based (no retail)
• Min. $10k/month cash flow
• Recession-resistant industries

--

Step 2: Start making calls.

Call every seller on your list.

Ask these questions:

• Why are you selling?
• How involved are you daily?
• What's your biggest challenge?
• Who runs things when you're away?

Good reasons to buy: Retirement, divorce, health etc.

--

Step 3: Build your A+ team.

You want 2 key people:

1. An M&A accountant to audit financials (offer 2.5% equity instead of paying cash upfront).
2. An industry professional who can assess operations (also 2.5% equity).

This team will pay for itself by catching red flags.

--

Step 4: Verify the numbers.

Request 3 years of:

• Tax returns
• Balance sheets
• P&L statements

Your accountant will check for:

• Reasonable owner compensation
• No suspicious expense spikes
• Consistent/growing revenue

You want to see steady cash flow of $200k-$400k annually over multiple years.

--

Step 5: Start your SBA pre-approval.

Contact these banks that specialize in small business loans:

• Truliant
• Huntington
• Live Oak Bank

Bring 3 years of W-2s and tax returns, plus a personal financial statement.

--

Step 6: Structure your offer.

Take the average yearly cash flow (SDE) and multiply by 2-4x.

Example: Business makes $300k/year → Offer $700k-$900k.

Then finance it like this:

• SBA loan covers 85-90% ($630k-$810k)
• Private investor covers 10% ($70k-$90k)
• You pay 0-5% out of pocket

Give your investor 15% equity for putting up that 10%.

--

Step 7: Execute due diligence.

You typically have 30-45 days before closing.

Your team should verify:

• Lease terms & transferability
• Employee turnover rates
• Equipment condition
• Customer retention
• Any legal issues

--

Step 8: Plan your first 90 days.

Before you close, map out exactly what you'll do:

Days 1-30:

• Transfer bank accounts & insurance
• Meet every employee personally
• Change passwords & access

Days 31-60:

• Identify quick wins
• Document all systems

Days 61-90:

• Hire or promote a GM
• Implement 1-2 improvements

--

The math on a $1M purchase:

• Business cash flow: $300k/year
• SBA loan payment: $100k/year
• Investor's 15% cut: $30k/year
• GM salary: $72k/year

You keep: $98k/year

That's $8,166/month for an asset someone else operates.

--

If you want to learn more about the process I’ve used to build my portfolio of businesses generating $7M/year in revenue…

DM me “Biz” & I’ll show you how.

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