Matt Matros

Founder

Founder with 3 exits in B2C now playing two hands in B2B (insurance and commercial janitorial). | I post daily lessons & learnings that are your shortcuts.

Founder with two 8-figure exits plus an ‘acqui-hire’. My lessons & learnings are your shortcut.

Currently acquiring small businesses across America, across industries.

My inspirations are Scott Galloway and Fareed Zakaria and The Economist. 

I aspire to be the “Rick Rubin for entrepreneurs.”

These opinions are purely my own and not of any of the companies I am affiliated with.

Founder and General Partner

NCC is micro private equity providing capital and support to owner/operators in the commercial cleaning & janitorial industry.

Positioning the Exceptional. Build your post-exit venture in public ✍🏼 Ghostwriter + Strategist.

If you want to :

- Sell your B2B services through Linkedin that CFOs beg to buy
- Close $1M in deals (minimum) without building a personal brand
- Cash in on sales through LinkedIn everytime you post  
- Outsmart every competitor in your market

DM me "window" for early access to my private program



Stéphanie Lauer

I don't pretend to know shit about manufacturing, but I close CEOs stuck at $5M who tell me they're "testing" ads, SEO, YouTube, and now want to test LinkedIn.

The brutal reason they're still testing channels for 18 months is cause they put their college friend on the sales team who can't close $500K deals - so the founders are still stuck closing themselves.

No one on your team can close the kind of deal you actually need.

So why can I write something on LinkedIn that closes $1M in niches I have no technical knowledge of?

Because unlike the CEO, I can hijack my buyers' brains and translate it into a language "only they understand."

The only thing that matters is what hijacks your customers' brains.

Because I am detached and operate like a scientist:

You have to write according to the buyer's worldview.

You have to crawl into their head like a fucking creep.

You feel what they feel.

It's the only way to understand their money moment.

So I say: be more aggressive. You're not here to be polite and wait forever.

Think it caught him the wrong way? It did, and so he bought from me.

What I had clocked immediately: a lot of CEOs are spoiled because things used to just work.

And so they just stay stuck in endless cycles of testing, waiting, proposing.

Know your buyers' insecurities, imperfections, fears, and complexes.

Exploit them without hesitation.

Like this:

"When this production run hits $2M+ and your second batch sells out fast… you want to book inspection before final assembly—the only way to make sure you don't eat your own margin is to lock in specs before the factory makes 'small changes' that will run you dry."

MINDGAMES.

"Don't let your second production kill your margins after you've already wired the deposit.

Scrambling to fix refunds on Monday morning before meeting with your investors because the new supplier you chose fucked up quality… you and I both know how fast a 'winning' product can turn into a very expensive mistake."

You need to force trust before demand.

You need buyers who already believe you understand their risk before the first call.

Either your thinking resonates with real buyers - or it doesn't.

So: Stop being passive.

Stop pretending cold email alone will close deals.

Be aggressive.

Demand business.

Or hire someone who will.

But don't let warm replies in your inbox sit there doing nothing.

You're literally throwing revenue in the trash.

Reject more mediocrity,

— Steph

I partner with founders (at $5M–$30M) so their buyers say yes to 1M+ deals. Subscribe below:

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“CFO said no“, I woke up to a message of one of my clients who had already mentally committed to a million-dollar manufacturing engagement.

First order already placed: $500K
Second order planned: another $500K

Then a new department head came in and picked the cheaper vendor.

This is where most people panic because their ego is bruised and feel the urge to push harder.

Wrong move.

The frame has to reset around two things:

1 - Familiarity
2 - Cost of inaction

Instead of negotiation, I made it feel like continuation:

- referencing prior decisions as already in motion (sneaky!!)
- speaking in future tense (“when this goes live…”, “when production ramps…”)
- anchoring to their internal pressures, not our service

Then we quantified what waiting actually meant:
- redesigns = months of delay
- finding a new factory = risk and more mistakes
- engineers redoing work = expensive time lost
- missing the launch window = lost revenue

Now it wasn’t “our $500K engagement.”

Switching to another vendor would cost them a $2M redo with redesign, retooling, and switching to a different factory. 

The reason I can charge more than the average ghostwriter…
or why manufacturers close bigger engagements…

is understanding this:

Decisions happen when 2 conditions are met:

- the buyer feels familiar with you
- the cost of NOT acting is clearer than the cost of acting

Make it feel like you already know them. 
Make waiting feel expensive.

It becomes very hard to say no after that.

PS: of course they re-signed my client. DUHHH 🤫🤫🤫🤫

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The Battle

Matt Matros

Stéphanie Lauer

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taplio

The Battle

Matt Matros

Stéphanie Lauer

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Stéphanie Lauer's LinkedIn Performance

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Performance ScoreStéphanie Lauer's LinkedIn Performance