One of my main goals in business ownership is to build an anti-fragile portfolio of companies with my partners.

Having a permanent investment time horizon means that I need to make sure the businesses are around for the long-term to accomplish my objectives.
The best way I know how to do that is to make the companies as bulletproof as possible.

Here are some key ways I believe I can de-risk my outcome:

- Buy good companies in growing industries (tailwind effect)
- Use prudent leverage at entry, and work to deleverage (while balancing with growth)

- Once deleveraged, hold or be ready to inject enough cash to sustain a prolonged downturn and to capitalize on innovative or compelling growth initiatives
- Eliminate single points of failure (employees, vendors, customers, systems) as much as possible

In many industries, to be a long-term winner you simply need to be a long-term survivor, so that's the goal.

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More from @tsludwig

26 Feb
Purchase accounting is a narrow subject area, but can have large implications in buying a business.

Here's a short overview of one area that can be very important: goodwill. Goodwill is created in an asset purchase when the buyer pays more for the assets than their book value.
The difference is put on the balance sheet as goodwill and typically amortized over 15 years. For service companies or less capital intensive firms where book value < purchase price, this can create substantial tax savings as non-cash amortization expense is charged off each year
For example, $1.5MM in goodwill = $100k in annual net income reduction, which, depending on the biz's tax rate, could save $40k/yr in taxes for 15 years ($600k total). This gets many buyers excited in the same way that RE investors get when talking about accelerated depreciation!
Read 5 tweets
3 Feb
One of the inherent dichotomies in entrepreneurship is that of "rich versus royal".

Most entrepreneurs want to be both: receive a majority of their firm's profits and have control.

In practice, however, this seldom works out.

A short 🧵
Capital is often required to start or grow a company and when that money takes the form of equity, it is dilutive to the existing owners/managers, thereby reducing control.

Thus, an entrepreneur often needs to decide between getting bigger (taking $) or maintaining control.
Even the sources of capital (individuals writing small checks compared to institutional investors) can have an impact on this dynamic as 'less sophisticated' and smaller investors may require less control for any given investment amount.
Read 5 tweets
21 Dec 20
This was the year I became active on Twitter. Rather than summarize my experience this year, which has been amazing, I want to highlight what brought me here in the first place, the brilliant content put out by others. Here are some great tweets from 2020...
Learning to delegate is essential for good leadership. @david_perell had a great post in April

@adam_keesling wrote about how to choose a job and find your vocation

Read 12 tweets
30 Nov 20
In reflecting on my own entrepreneurial journey, I realized that I'm drawn to partnerships. I've had 7 of them (compared to 2 solo efforts). I've had success with each approach, but given a choice would usually choose to have a partner.

Here are some thoughts on partnerships:
What has led to a good partnership (for me):
- extremely high trust and transparency
- clear expectations about role, effort, etc.
- having hard conversations upfront about authority, economics, equity, dissolution, disputes
- working together in some capacity prior to partnering
Value of partners to me:
- reduces my fear & insecurities about my own abilities
- belief that 1+1=5 / do more, faster
- emotional support (during good & bad times)
- forced personal & prof development / accountability
- expanded network (raising capital, diligence, hiring)
Read 4 tweets
6 Nov 20
People like to say that an investment should be so easy that you can model it on a napkin, but is a financial model an important tool in deal analysis? I have found there to be benefits to creating and using a financial model in my acquisition work.
Models help to deepen my understanding of the business - the levers that drive costs, revenue, and cash flow;

They can show how sensitive to shocks the business may be;

They help me understand how much debt is appropriate and how much leverage to use to manage my risk.
Lastly, financial models also help to build credibility with lenders and equity investors.

Despite having an MBA, I never learned purchase accounting and only the basics of linking financials in excel, leaving me, like many others,feeling intimidated by the task.

So what to do?
Read 7 tweets
3 Oct 20
I spent about 6 years working in real estate before becoming an investor/owner of small companies. I've been asked which I liked more and, for me, the answer is small company ownership, but not because it is more lucrative or a better path to wealth.

Let's compare the two...

/1
Liquidity:
- both asset classes are illiquid, but the edge goes to RE
- I don't have data to support this, but I believe there are many more real estate transactions done every year than there are biz buyouts and the process in RE is more standardized and streamlined/easier
Leverage:
- Again, edge goes to RE
- RE loans are more available and leverage levels are typically higher (70-80% LTV vs 50% or less for senior debt, outside of SBA). Also more likely to get non-recourse financing in RE than in SMB buyouts and this downside protection is vital.
Read 7 tweets

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