David C. Barnett

What if you started your own and you wrote a letter to a thousand dentists and you said, bring your bookkeeping over to me and I'll pay you $5,000.

Now, you'd put terms on that offer. What you might say is, you might say, you have to sign up for an annual contract. And each year at the end of your contract, we're going to give you a check for $1,000. And over the first five years, you'll get this $5,000 bonus from us. Right? And you're literally, in the sales world, we call this buying business. Right?

Now, you'd put terms on that offer. What you might say is, you might say, you have to sign up for an annual contract. And each year at the end of your contract, we're going to give you a check for $1,000. And over the first five years, you'll get this $5,000 bonus from us. Right? And you're literally, in the sales world, we call this buying business. Right?

Now, you'd put terms on that offer. What you might say is, you might say, you have to sign up for an annual contract. And each year at the end of your contract, we're going to give you a check for $1,000. And over the first five years, you'll get this $5,000 bonus from us. Right? And you're literally, in the sales world, we call this buying business. Right?

You just go out there and you make people super ridiculous offers and you just get the volume. And I said to this person, you would be acquiring these dental offices, you'd be charging them a proper rate, but instead of buying this business, you're just going to be writing the checks to your customers. Right.

You just go out there and you make people super ridiculous offers and you just get the volume. And I said to this person, you would be acquiring these dental offices, you'd be charging them a proper rate, but instead of buying this business, you're just going to be writing the checks to your customers. Right.

You just go out there and you make people super ridiculous offers and you just get the volume. And I said to this person, you would be acquiring these dental offices, you'd be charging them a proper rate, but instead of buying this business, you're just going to be writing the checks to your customers. Right.

and you're going to be able to finance the acquisition of this customer pool over a five-year period by spreading these checks out over five years. And so, would it cost you less to do that than to buy this business? The answer was yes. It would cost far less to make this really aggressive offer. And that's the kind of thinking that I like to employ. A little bit of

and you're going to be able to finance the acquisition of this customer pool over a five-year period by spreading these checks out over five years. And so, would it cost you less to do that than to buy this business? The answer was yes. It would cost far less to make this really aggressive offer. And that's the kind of thinking that I like to employ. A little bit of

and you're going to be able to finance the acquisition of this customer pool over a five-year period by spreading these checks out over five years. And so, would it cost you less to do that than to buy this business? The answer was yes. It would cost far less to make this really aggressive offer. And that's the kind of thinking that I like to employ. A little bit of

Let's turn things on their head. Let's ask some really bizarre questions. Let's look at this from a strange point of view and just see if it makes sense. And the business in particular, the bookkeeping business, was overpriced. I mean, when I saw the deal, I knew it right away. But the person was really... trying to rationalize why they should do the deal.

Let's turn things on their head. Let's ask some really bizarre questions. Let's look at this from a strange point of view and just see if it makes sense. And the business in particular, the bookkeeping business, was overpriced. I mean, when I saw the deal, I knew it right away. But the person was really... trying to rationalize why they should do the deal.

Let's turn things on their head. Let's ask some really bizarre questions. Let's look at this from a strange point of view and just see if it makes sense. And the business in particular, the bookkeeping business, was overpriced. I mean, when I saw the deal, I knew it right away. But the person was really... trying to rationalize why they should do the deal.

And the reason they were trying to rationalize why they should do the deal is because all they saw was the potential risk of not acquiring that number of clients. But when you ask a question like, what if we just paid people to be your client, it starts to give you different avenues or angles of thought.

And the reason they were trying to rationalize why they should do the deal is because all they saw was the potential risk of not acquiring that number of clients. But when you ask a question like, what if we just paid people to be your client, it starts to give you different avenues or angles of thought.

And the reason they were trying to rationalize why they should do the deal is because all they saw was the potential risk of not acquiring that number of clients. But when you ask a question like, what if we just paid people to be your client, it starts to give you different avenues or angles of thought.

So this is the silver tsunami story. I call it, you know, the idea that the boomers are at this point where they own all these businesses and they're retiring. So I don't know where this idea came from. And I'm thinking it came from academia. And the one thing that makes academics different from business owners is that academics all retire at 65.

So this is the silver tsunami story. I call it, you know, the idea that the boomers are at this point where they own all these businesses and they're retiring. So I don't know where this idea came from. And I'm thinking it came from academia. And the one thing that makes academics different from business owners is that academics all retire at 65.

So this is the silver tsunami story. I call it, you know, the idea that the boomers are at this point where they own all these businesses and they're retiring. So I don't know where this idea came from. And I'm thinking it came from academia. And the one thing that makes academics different from business owners is that academics all retire at 65.

So what they do is they put this lens on the business ownership community and they say, oh, well, they must retire at 65 as well. They don't. Right. So if you own a good, profitable business and you're well organized and have systems in place and middle management in place and you can run your business.