Brandon Brittingham

No, that's a good point. Another thing that you said that I think is so important. I've had to learn this the hard way. I think it's a gift and a curse as an entrepreneur. You said opportunity cost. And I think so many people miss this. And.

We were in the room together when a gentleman said, one of the biggest struggles you're going to find as an entrepreneur is you've got to say no to really good ideas to execute on the great ones. That stuck with me. And opportunity cost is I remember one of my first mentors. I was looking at an opportunity and we thought it would make us a million dollars. Right.

We were in the room together when a gentleman said, one of the biggest struggles you're going to find as an entrepreneur is you've got to say no to really good ideas to execute on the great ones. That stuck with me. And opportunity cost is I remember one of my first mentors. I was looking at an opportunity and we thought it would make us a million dollars. Right.

shit ton of money, especially to me at that time. And, but he sat me down and he said, that's going to cost you three. Yep. And I said, you're fucking old and crazy. And he said, okay, so walk me through what it's going to take you to make that million. And then he said, okay, now see how much that takes away from everything else that you're doing. That's making way more than that, by the way.

shit ton of money, especially to me at that time. And, but he sat me down and he said, that's going to cost you three. Yep. And I said, you're fucking old and crazy. And he said, okay, so walk me through what it's going to take you to make that million. And then he said, okay, now see how much that takes away from everything else that you're doing. That's making way more than that, by the way.

And then I was like, holy shit, like a light bulb went off. And I was like, that's real opportunity cost, you know? And that's, I wanted to highlight that because you said it.

And then I was like, holy shit, like a light bulb went off. And I was like, that's real opportunity cost, you know? And that's, I wanted to highlight that because you said it.

Um, you know, you, you eloquently said it very easy and I just don't want people to miss that because entrepreneurs, all of us, um, we chase the shit and we chase the shiny object and we forget it takes away from the main thing. I love the enterprise value and the one step over that, that is genius.

Um, you know, you, you eloquently said it very easy and I just don't want people to miss that because entrepreneurs, all of us, um, we chase the shit and we chase the shiny object and we forget it takes away from the main thing. I love the enterprise value and the one step over that, that is genius.

Another thing that you said that I want to highlight is, you know, you said you don't want to do startups. And I think to your point, um, Buying businesses or whatever you do needs to be tied to your identity. Another thing that the when we were together in Florida, the founder of Netflix said is he was good at startups, but he was bad after they were startup. Right.

Another thing that you said that I want to highlight is, you know, you said you don't want to do startups. And I think to your point, um, Buying businesses or whatever you do needs to be tied to your identity. Another thing that the when we were together in Florida, the founder of Netflix said is he was good at startups, but he was bad after they were startup. Right.

And he knew that and he knew when to get out. So that's really cool information. So, so you, you went through the torch method and I really appreciate that. Cause that's gold to break down for our audience. So like, what do you look at? Like, what is it? If you were to pick one, what is the ideal business? Like today you want to buy, like what kind of revenue are they doing?

And he knew that and he knew when to get out. So that's really cool information. So, so you, you went through the torch method and I really appreciate that. Cause that's gold to break down for our audience. So like, what do you look at? Like, what is it? If you were to pick one, what is the ideal business? Like today you want to buy, like what kind of revenue are they doing?

What do you think you bring to the table? And then ultimately, do you look to exit? Do you look to roll that business into something else? Like, how do you look at it?

What do you think you bring to the table? And then ultimately, do you look to exit? Do you look to roll that business into something else? Like, how do you look at it?

Yeah.

Yeah.

Yeah. One of the things you said, too, is this is not to be understated. It's most people's books are not right. If you're an entrepreneur out there, one of the things that he just said, you know, data, not drama. Your decisions are math and they're all based on data. The struggle that I see so many people have is they don't even have the data.

Yeah. One of the things you said, too, is this is not to be understated. It's most people's books are not right. If you're an entrepreneur out there, one of the things that he just said, you know, data, not drama. Your decisions are math and they're all based on data. The struggle that I see so many people have is they don't even have the data.

They don't even have the right data to make a decision. And they don't have their back office tight enough to even have the right data to make a decision. One of the things you should really be concerned with as an entrepreneur is investing and having that side of your business correct. Because if not, you're going to have problems.