Carl Allen introduces a series of deal reviews, showcasing anonymized transactions from his Dealmaker Protégé Program. These reviews, conducted weekly, dive into business financials, growth opportunities, deal structures, seller motivations, and potential exit strategies. Carl emphasizes the educational value of analyzing real-world examples, encouraging viewers to subscribe and stay updated.

In one detailed review, Carl examines a UK-based manufacturer of commercial refrigeration blinds and doors, noting its niche market and growth potential. The business, founded by a husband-and-wife team in 2005, serves international markets with 40% of its sales in the UK and the US, respectively. Challenges include limited customer diversity (14 clients) and the complex role of the founders’ son, Andy, who manages operations but is hesitant to buy the business.

Key growth opportunities include expanding into retrofitted refrigeration solutions and improving the company’s minimalistic online presence. However, concerns arise about the founders’ personal goodwill, Andy’s unclear involvement, and the need for additional management and operational clarity post-acquisition. The business has consistent earnings and certifications, making it an attractive opportunity, though slightly overpriced.

Industry experts on the call, including Carl’s collaborators, view the business positively due to its steady operations, niche market, and untapped growth avenues. Recommendations for potential buyers include addressing operational dependencies on key personnel, confirming financial details, and negotiating a balanced offer price that factors in future growth investments.

Carl concludes by encouraging viewers to engage with the series to identify patterns in deal analysis, seller psychology, and financial red flags. He underscores the educational value of these reviews for aspiring dealmakers looking to master the art of buying and growing businesses.

Full Transcript:

Hi. It’s Carl Allen. In this playlist, I’m gonna be doing some deal reviews for you. So part of my deal maker protege program, we review our deal maker student deals on a weekly basis. They’re anonymized.

We put them on a Zoom call. We break the numbers down. We look at the growth opportunity, valuation, what a deal structure might look like, interpreting the seller psychology and how that maps in to a desired outcome in terms of a deal structure. We’ll then also look at what the exit options might be for you as a new business owner after you’ve grown the business and you want to go to market and liquidate the asset.

So every single week, we review a bunch of these deals. And my favorite deal of the week, we’re actually gonna showcase for you on this channel. So absolutely check these out, and don’t forget to like and share these videos and definitely hit the subscribe button so that you’re getting these deal reviews as soon as we release them. So enjoy the video.

I will see you soon. Until then, bye for now.

That is deal number three. That is the brew pub. We are not on the brew pub yet. We are on deal number one. So let me stop there. If we wants to do a screen cap of the simple model proper, there it is for you.

I like to go down to the balance sheet and the income statement as I’m going through the notes.

Again, I’m on deal number three.

Let me go to deal number one.

I thought I had that sorted out, but apparently not.

Okay.

That’s about as big as I can get that one and about as big as I can get that one as well. So what are we talking about here? This business is a manufacturer. I wanna stress that word because sometimes it’s not obvious, you know, where in the what role they have in the value chain of the of these Red Light, Green Light deals.

So this is an actual manufacturer, not just a distributor or a reseller or a wholesaler. They manufacture commercial refrigeration night blinds and doors. Pretty sure, I can say with confidence we’ve never had one of these before on red light green light. If you’re having trouble visualizing it, that’s what we’re talking about.

You’ve got open display cases that are refrigerated in a supermarket or a convenience store and, you know, for energy saving purposes you’d like to, you know, close them off at night when the store is closed. They have these blinds, they also do doors and this is an aftermarket product most of the time I think. Although I guess sometimes it is. Maybe I should take that back because manufacturers of these cases are one of the biggest customers.

So let me take that back that it’s mostly an aftermarket. I think it’s probably mostly a you sell it with, the refrigeration case. One thing that puzzled me about this deal, this is Eamon’s deal by the way, I think Eamon’s on the call so we’re gonna be able to check-in with him a little bit later, is why manufacturers don’t include this themselves as part of what they offer. But the customers are commercial fridge case manufacturers and installation companies, Common end users, these are kind of smaller, operations rather than large supermarkets, gas stations, and other retail convenience stores.

I can’t imagine why it wouldn’t work equally well in both situations, but they do specify that it tends to be some of the smaller stores that are the end users of their products. The products, like I said, are refrigeration blinds, night curtains, motorized blinds, freezer covers, and actual doors that are put in, in the aftermarket, is also one of the biggest growth areas of this company. The country breakdown, this company is located in the UK, but they serve an international market. Forty percent of the business comes from the UK, forty percent from the US, rest of the world is twenty percent.

I don’t think I got a really clear picture on how they sell into the US, whether it’s just straight to the manufacturers or whether they have reps over there or not.

I think it’s just straight to the manufacturer because I saw no information whatsoever about manufacturer or reps or anything like that, but we can check-in with Eamon a little bit later just to just to confirm that. The business has been listed for seven months. The ask price is one point five million. They own the property where the business is conducted, but it’s not part of the sale.

In terms of the ownership story, business was founded in two thousand and five by a husband and wife team. They are fifty fifty owners. Keith, the husband, he’s pushing seventy. He manages the sales process.

Carla, a year younger at sixty eight, handles accounting and admin. The notes say Keith hardly needs to work. He’s got this all buttoned down. Carla’s doing some admin.

Maybe she’s doing pay roll, she puts in about twenty hours a week.

Sun Andy is the GM and this is the tricky part of this deal because Sun Andy wants to stay post closing but doesn’t want to buy the business. But this is, obviously an important part of the mix in this story and Eamon, of course, pressing a little bit to say what’s going on with Andy. But every question surrounding their son tends to be convoluted. Andy, even though he runs the business and wants to stay post closing, attends no meetings.

So no interaction yet with Andy. Why isn’t Andy buying the business? Of course, Eamon’s been, you know, pursuing that with this particular seller as well, but not getting a real sort of clear answer to that question. Keith and Carla are willing to stay for a three month handover period, which is great, but Andy’s supposedly running the business now and will be continuing to run the business.

So if that continues, then obviously transition’s not gonna be a big issue. Motivation for selling? Yeah, just kind of the typical baby boomer story. Keith and Carla want to retire and travel.

They insist there’s no urgency to sell but they do give the distinct impression they wanna take money off the table and taking money off the table and Andy not buying the business probably are related, because Andy hasn’t figured out a way to to, you know, bring some cash to the table to, get his parents out of there. And so I think that’s probably the issue is is Andy doesn’t know how to put the deal together and so that’s why he’s not buying yet, but that’s just conjecture on my part. But the ideal buyer has been identified. Keith and Carlos say the ideal buyer would give Andy ownership shares to stay and allow him to continue managing the business because you know what?

Andy is keen to stay. He wants to hang around. Are the legacy of the business proper not important? Anybody notice that to be a real change in the theme of these red light green light deals, you know, kind of post pandemic?

I just kinda feel like when we’re going into it that most people would at least give some sort of lip service to legacy, but now it seems like the opposite is true and very rarely do we have people saying legacy is important. But they do want their employees looked after. I mean, they’re not, you know, cold hearted or anything like that. They’re currently operating at eighty percent of capacity.

The business is UL ninety four certified which is apparently a bit of a big deal in this space. So that’s a real, you know, that’s a real feather in their cap. But whenever you see these certifications like this and if they’re mentioned to be rare and valuable or hard to get then that obviously leads us down the path of shares or assets. Right?

I’m just trying for people who are kind of new to, you know, kind of give you a feel in terms of like any piece of information pops up, you know, what are the downstream consequences or ramifications.

If we buy the assets in this deal we’re no longer going to be ul ninety four certified. If it was difficult to get but it’s important to the business, right, then we have to figure out a way to try to get the new entity that we put the assets into ul ninety four certified which you know from the you know the description that was given to me might not be the easiest thing to do. So that would be one thing that would sort of push this in the direction of potentially buying the shares right we want to keep our ul ninety four certification.

The biggest growth opportunity identified, as I mentioned, are these retro foot doors to be added to these open air refrigerated display cases after installation, kind of an aftermarket sale. No salespeople. Keith currently does all the sales. That’s a bit worrisome because obviously Keith is hitting the road. They have about fourteen customers because remember their customers are refrigeration case manufacturers and installers. They have twelve employees full time, one part time. The website is average.

I think it could be a little more professional, minimalistic. So it’s kind of like a little bit of a blah website, not minimalistic.

So it’s kinda like a little bit of a blah website. Not terrible, but, you know, not necessarily helping either. But if you only have fourteen customers, I’m sure the website really plays very little or no role in the sales process. No Google reviews, obviously, because we do have a b two b client here.

I’d say the MUD score is below average. I mean, no stress or urgency at all was noted. You know, they’ll sell if the price is right. And that again is consistent with this idea that they wanna take money off the table.

Right? They’d like to get something out of this deal. And so all those things are sort of conspiring to suggest that there better be a fairly healthy closing payment here on this deal if we’re gonna sort of make it work. And of course, keeping Andy on is important as well.

And this is obviously not an SBA candidate. This is a UK company. So that’s, that’s the deal. Now, you know, in Carl, is is a way we sometimes spend a little bit of time on the numbers, especially if there’s some specific issues at hand.

I mean, one thing I would note here is that there is a lot of cash in this deal, eight hundred and seventy eight thousand pounds.

That’s, that’s interesting.

Stock or inventory, six hundred and four. You know, if we take a look at that in relation to the cost of goods sold, that’s, you know, again, you know, sort of an an average, inventory turn number. This seems to be a a pretty well run business. There is some financial debt on the balance sheet.

There’s three hundred and twenty one thousand for different bank borrowings. There’s also a current liability in terms of bank loans and overdrafts of seventy six. So this is about four hundred ks there. Right?

So of course, if we’re gonna value the equity, right? The difference between the value of the equity and the value of the enterprise, you know, financial debt is one of the, big factors in there. But there is quite a lot of owner’s equity. You know, I, I have to admit, I look at quite a few red light, green light deals and there feels like there’s a lot of slight of hand at work when either the seller or the broker preparing the SIM, you know, gets a hold of these financials and really tries to kind of, like, spruce them up and put a spit shine on them and, you know, really sort of press to, to try and make them as attractive as possible.

Whereas in this one, I caught the feeling that, yeah, these were kinda just straight up, financial statements. No hanky panky. Everything looks good as far as I’m concerned. You know, they’re only asking one point five million for the business.

They have one point nine million in equity. Is that equity propped up by anything, you know, that could be shaky or iffy in terms of the current assets? No. I mean, the one thing it is propped up by is the land and the building, which is not part of the sale.

So whenever you’re trying to figure out how much goodwill is in this business and the goodwill is the difference between the selling price and the owner’s equity, and we’re trying to and we’re thinking, hey. Like, heck, there’s no goodwill in this business at all. We have to remember that that owner’s equity is propped up by the land and the buildings. And so when we subtract that out, right, we’re now down to, what, you know, one point, one point eight, right, which, you know, again, it’s it’s a one point five, I think, ask price.

So, again, that makes the goodwill, I think, extremely reasonable in a deal like this because, I mean, pretty consistent earnings last two years, especially, you know, there are no lump sums added, which is in terms of add backs, which is good because this is not a US company. And again, if you’re sort of brand new to these calls, one of the things that we have to do is normalize, income. And normalizing income for small businesses is a pretty important part of the process, because a lot of people will run personal or quasi personal expenses through their business. And if you are in the US in and a C Corp, or if you’re in the UK, or if you’re in Canada, we don’t have pass through vehicles or flow through vehicles tax wise.

That’s exactly what an LLC and an S Corp is. It’s a pass through vehicle. So the tax, you know, the income is taxed in the hands of the shareholders. The income is not taxed at the corporate level.

And so for LLCs and s corps, it’s not as big of an issue. But for everybody else, c corps in the US, Canada, Australia, and the UK, you know, people do flow personal expenses through their business for the purposes of reducing the taxable income at the business level to reduce the double taxation. So where am I going with this? I think where I’m going with this is that for a UK company, you would not expect that number to be zero.

So there could be some numbers that should go in there, but they haven’t been brought to the attention. I don’t think this is a broker deal. I think this is a direct approach deal. So that’s sort of a good news scenario.

I I guess the other thing that you want to be aware of though, and it’s also a feature of UK companies, and we do mention it quite frequently on Red Light, Green Light calls when we do have a UK company, is that UK companies typically compensate the owners in a way that we describe as below the line. So they’re compensated with a distribution of profit rather than a large, you know, sort of management salary. They typically will take a salary for tax purposes of around, you know, pounds twelve or fifteen thousand pounds and there’s tax reasons for that. But everything above that, right, is is basically stuff that is distributed to them below the line.

So what does that mean? Well, you know, certainly there’s not gonna be any add back in terms of extra compensation paid to owners. It’s the exact opposite. If you’re going to try and put somebody in there as a GM to run the business and Andy, you know, would qualify, he’s not a current owner of this business.

You know, if Andy’s already factored in to the expenses that you’re incurring, it’s not gonna be an issue. But if you didn’t have Andy, then you’d have to figure out some replacement salary that you’d have to, you know, put in here as not an add back, but as a deduction to normalize this profit. So this is a fairly, you know, important number in terms of getting clear. With Andy, we’re already paying him.

I don’t think he’s getting paid below the line because he’s not a shareholder as far as I can see. Right? So he’s gonna have, you know, his expense already incorporated in as part of the expenses to come up with this operating income number. If we don’t decide to go with Andy, we’re going to bring somebody else and put them in there.

Right? This number is probably going to be a little bit smaller when we take into consideration, you know, the management salary. And I don’t want to go too much onto these numbers because I want to throw this over for some some comment and some discussion. But the other thing that comes up frequently, especially when they own the building, is rent, right?

We think, hey, listen, they own this building, right? So they’re doing business on their own building. Is there any rent charge that was incorporated in when we calculated that operating income? I mean, at a guess, I would say probably not, but it’s certainly something that should be on your checklist.

It’s certainly something that you should, you know, double check to make sure. So what I’m really getting at is this number looks pretty good. Right? It looks pretty good.

But then the first two things we’re gonna ask ourselves is, does it include, you know, paying someone to manage this business? And number two, does it include a rent charge? Because we have to deduct both of those, this five ninety seven, right, is going to be a little bit more modest of a number. But I mean, all in all, I mean, this is the one point five million in in working capital.

This looks like a well managed business, you know, pretty consistent earnings. They’ve got a nice little niche.

You know, I like the business. It’s a good little kinda little sleepy niche business, that I think a seller or buyer rather like Amon could do, you know, could do well by, by acquiring. Whether he can acquire that or not, I don’t know. Jeez, it’s so strange that I didn’t notice that ref.

We get the current ratio by taking the current assets and dividing it by the current liabilities, which if you do that right there is gonna be about, what, five, somewhere around there. So a current ratio of five, is that good? Yeah. That’s pretty good.

That’s pretty good. Alright. Before I sort of shut this down and I bring on Eamon to give us a little more background and get some thoughts from the people who are in this call, I wanna call on my good friend, Sarkis, who has himself seen about five or six thousand of these simple models and these deals and get his take on it. Not a lot of time to absorb it, but, you know, Sarkis, I’m putting you in the car role here.

Do you like this deal?

Is this something you can pursue? Yeah. I do like this deal. And, John, you know, you and me, we think a lot alike in the way we look up businesses.

So I pretty much agree with everything you’ve said there. So the numbers make sense. The business is really good. There’s good opportunity to grow.

For me, things to look out for in this deal is the financing of it. It might be a little bit overpriced, but because it’s a good steady business and, you know, it’s not that overpriced. So I think it’s okay with it.

Working capital, I don’t know if this deal, if that one point five million is debt free, cash free, or is it with working capital? So, you know, depending on the terms, you know, you could negotiate around the price, I guess, on that. The other big sticking thing is, they only have fourteen customers, which could be a bit of an issue. And, of course, the internal politics of the sum, on how involved he is and, you know, how how are you gonna come around that issue. But apart from that apart from those things, I really like the business. I think it’s a good good good opportunity. Yeah.

And we definitely do think alike. And so I agree with you. I mean, I mentioned it, but I’m glad you reinforced it. I mean, Andy is kind of the key to this.

We need some, real background on the Andy story. Like, why isn’t he at the end of these meetings? Why haven’t we met Andy yet? You know, what’s going on with him?

Do we want him to stay? Yeah. That’s a absolutely key part of this deal. You know, because if they’re not doing much, I mean, Keith apparently isn’t doing much.

Hang on a sec. Yeah. Keith Keith’s not doing much. You know, Carla’s still doing a little bit of, bookkeeping.

So it seems like Andy is, you know, is carrying the, carrying the water on this deal. And if we’re already paying him, then we don’t need to do that adjustment. That helps. And in fact, we might have an actual ad back there because if we’re paying Keith and Carla and they’re not doing a whole lot, then that would be an ad back to, to to the salaries.

So it is a good it is a good deal, a little overpriced possibly, but a nice little niche. And, you know, you don’t see businesses with this quality, come down the pipe that often, so I’m like you. I wouldn’t consider this to be hugely overpriced myself.

Yeah. Correct.

So, that’s my take on it.

Let’s get Eamon on.

Hi, John.

Eamon, thanks thanks for submitting this deal. Remember, everything’s anonymous, so we’re not, we’re not letting the cat out of the bag on any of the specifics in terms of what, where, when. I know you know that. Just figured I’d throw it in as a reminder.

But, yeah, an interesting deal. How are things gone? Like, we talked about this, nine one one call a little while ago. What’s the current progress?

We did. So I gave an indicative offer, and, this is actually a broker deal, by the way. This wasn’t a direct approach. I would have looked. Okay.

I came across a very small boutique broker that was, he’s just leading very small companies, in the area. Seems to have quite good integrity, and, so I kept on working with him while we came across this deal together.

Excellent. Now there are just a few things I wanted to add to some of the details that you touched upon.

The lump sums, that was something that does concern me a bit. So I have been, asking them for more information regarding their even their asset registry, their machinery and motors, and their age creditors and and debtors. They don’t really wanna give me any more information until I’ve given them a formal letter of intent, because it seems as though, well, the owners, they they’re quite good negotiators. I mean, they’ve built this business from nothing, and they and they almost want to just kind of, pin down the numbers before they move forward.

I can go into the type of offers that I’m considering, offering them, going forward. As for the adjustments as well, we do need to add salary for, the owner’s work. So all the work that they’ve been doing because I think they do a lot more than they allude to, actually do it, you know, in the business.

So I reckon I will need another person who is full time that can actually do a lot of the admin work, and just general But but but, Eamon, are they paying themselves below the line?

Are they doing the pay themselves twelve thousand and take everything else as a distribution of profit?

It seems as though that that’s what’s happening, and they’re taking the rest as a dividends.

Yeah.

Yeah. So so that’s how it is.

They they own both units.

The second unit they recently brought, and the the rent is included in the numbers for one of the units, but not for the other unit, which will be an additional twenty thousand pounds.

So that’s not weight. That’s currency.

And, yeah, so that needs to be added in. So it’s rent and, salary for their son who’s currently on forty thousand pounds a year on the business. And when we discussed what sorts of numbers, you know, would keep him going and what what it where you would be looking for, sixty thousand was actually the figure that, they’ve been down.

And, from doing a bit of research on it, it seems fair for the type of industry that we Now have you now when we spoke, Eamon, you had not yet talked to Andy.

Have you since then had any conversations with him?

Oh, I spoke to the broker and and well, I sent more information because I wanted to, give a very firm offer. Once I understood what assets and, you know, what assets had value that that that I could leverage off, and, you know, what creditors and debtors there were in the background because there was a few things in the balance sheet I couldn’t quite figure out.

The owners got a little bit overwhelmed from my questions, and that’s where we’re currently in a position where I I have to give them, a more firm offer, you know, one that I’m more serious about, so that we can actually start moving forward with, you know, whether we are gonna continue negotiating or not.

They just sent us a lot of The way the way I would handle that, Ayman.

The way the way I would handle that is, okay, they want something more than your indicative offer. Right? They’re overwhelmed with all the questions, etcetera.

Then you, you know, you can oblige and say, yes. Okay. I understand where you’re coming from and, you know, your your position is reasonable, but you have to understand that this offer, even though I’m serious about it, is still subject to. Subject to the answer to all these questions that you don’t wanna answer until you get a serious offer.

So it’s a bit of a a softer, position. And you just wanna make that clear to them that, yeah, you understand that they’re overwhelmed, but they need to understand that you actually need this information to pin down what your actual offer is. So any more serious offer is still gonna be subject to, I mean, just by necessity. And as long as you point that out, I think that that that that’ll help your position.

Now I do, wanna keep on time, but Sean is in this business. So I wanna hear from Sean, and then I wanna throw it over to Wayne because Wayne’s in the UK buying businesses all the time. So I’d love to hear from those two, then we’ll do a vote, and then we’ll move on to deal number two. Sean?

Yeah. This is the reason they put on green light.

Yeah. No. I, so I’ve been, spent seventeen years with Pepsi and, eight years with Dean Foods, a large milk and dairy producer. So I’ve been, in these, in grocery stores and person.

I’ve seen the transition of, of needing these curtains for, you know, for to keep it cold and electron and and and as well then, and I’ve seen the progression. So this is a really tight knit industry. It’s not surprising there’s only fourteen customers because there’s not a whole lot of people that that that make these cabins. It’s really specialized.

And oftentimes, they they’ve got they’ve they’ve got a model that then they adjust and they make specifically for different grocery stores and and different convenience stores and and everything else. So, you know, this is and also is and this is a great, you know, the good customer base as long as you stay innovative. Right?

Because that’s gonna be the the next thing is that, you know Hey, Sean.

Do you mind if I interject somebody else is gonna come along?

Sorry. Sorry. Sorry. Sorry. I interrupt you. But do you mind if I interject a couple of questions?

Yeah. Sure.

Because because because you do have that industry experience. And the one that always is pressing in a deal like this is, I mean, is there a lot of personal goodwill on this deal? You know, is Keith kind of like the, you know, the rainmaker here? He’s got the relationships.

It’s all tight knit. It’s very clubby. Right? Is that gonna be a factor if Eamon buys this business and Keith, you know, rides into the sunset?

I mean, how big of a deal do you think that would be?

I I think it all depends on Eamon’s ability to gain rapport with those customers.

Right? You know, that would be if I was buying this, I would say, hey. Can I do a joint meeting, you know, with the owner and then take that on and then, you know, hey? Have show them, hey.

This is a good handshake. I’ve vetted out Eamon. He’s a he’s he’s gonna keep this the good thing going and provide you great customers. Then if I could pick it up from there, that would be the reason why I would do the deal.

If you can’t do that, it it you’re you’re with only fourteen customers. You you you can’t you can’t grow it, you know, without those guys.

There’s gotta be like a one to one hand off almost for all fourteen.

All fourteen.

Yeah. Yeah.

Yeah.

Because But, man, the wild the wild card is Andy.

Maybe Andy knows these people, maybe he doesn’t. I mean, he’s the mystery man.

Yeah. Because the in the buyer’s mind, you know, in in if I’m buying from you, Andy, in in is there is there gonna be sustainable service? Can I depend on you? Right? Because I got to get orders out the door. If I can’t do that, then I gotta go find, you know, a a good second source supplier just in case you stub your toe.

Yeah. But, I really appreciate that green light eighty from an industry insider. I’m sure that helps Eamon a lot. I wanna just keep this moving. Thank you, Sean, for that. And, again, just touch, touch base with Wayne and get his thoughts on this deal. Are you red lighting or green lighting this, Wayne?

Yeah. Definitely a green light.

I’ve actually had the fortunate position of talking to Eamon about this deal a few weeks ago, while I was driving. So really got to dig into this. And, yeah, it it is a great little business. And, also, when we started digging into the customer base and and the sort of growth plans, it looks like there’s a whole heap of untapped potential.

For instance, some of the big customers are a large petrol station, four courts, where people usually own, say, you know, five or ten.

But they only seem to service one of those brands.

And also they don’t seem to offer services things like fitting of them and the maintenance of them and all those little add on bits that if you decided to add those as an extra service, team up with people around the country that already have engineers going in to do similar tasks like HVAC engineers.

There’s there’s some good growth potential here without having to spend an awful lot of money. He could even grow by joint ventures rather than taking on overhead himself. So, yeah, I I really like this. I really like it.

I mean, I think Eamonn would when we talked about it, I’m trying to recollect because it was a few weeks back. I mean, I don’t think I’d have a problem as long as the numbers checked out and paying the ask. I wouldn’t go in at the ask, obviously, with my first offer because they are gonna turn that first offer down but, I don’t think I’d be terribly scared off by that offer price. I’m definitely green lighting this. My green mine’s green light forty four. Sarkis, I didn’t notice what you put in there. What’s, how did you score this?

I’ve got green light sixty five on this one. Okay. So I think Andy plays a big role in this. So, you know, if that if Andy turns out to be, a positive, then I’ll shoot that up to eighty, eighty five.

Wow. Perfect. Okay. What I’m gonna do is I’m going to bring up deal number two.

I probably not gonna probably not gonna go into numbers quite as much as I did on this one because we gotta keep this, keep this moving. But thank you everybody for that. Nice opening deal, Eamon. Keep us, keep us in the loop in terms of how that goes.

So I hope you enjoyed that deal review. Definitely subscribe to this channel. Hit also hit like and share so that you’re getting the very best content from me in real time. Every time I wanna announce my deal of the week, I want you to see it so that you can understand it.

And what’s interesting is the more of these deal reviews that you go through, you’ll start to see the patterns. You’ll start to see how seller psychology and valuation and deal structure all kind of combine. You’ll start to see common patterns when we look at the financial analysis. You’ll start to see common patterns and kind of red flags and what the growth and exit opportunities might be if you bought a business like this and you took it forward into the marketplace.

So definitely keep watching these, and I will see you soon for the next deal review. Until then, bye for now.

Hey, guys. I’m Carl Allen. I’m the founder of Dealmaker Wealth Society. I’ve done tens of billions of dollars of deals over the last thirty plus years.

If you’re new to my channel, definitely hit like and subscribe so that you can get all of my amazing DealMaker content in real time. You’re not gonna miss any of the outstanding information that I’m gonna share with you. And if there’s a question that you’ve got, if there’s something that you want to know the answer for, you want me to speak to it, definitely hit me up in the comment section, and I will record those videos for you, and I will get them on this channel as soon as possible. So love having you part of this YouTube community, and I can’t wait to serve you.

Until then, bye bye for now.