David Hauser

All of those things.

Might as well clean that up now.

But document every process in the business.

The next one is kind of counterintuitive, but it kind of goes to the last, which is timing.

Leave some meat on the bone if you want to get the most value for the company.

You don't want to have optimized the shit out of everything, right?

Because then the acquirer is like, well, I can't really do much with it.

And the only acquirers that are left then are strategic acquirers, which are relatively rare as a whole, right?

So leave some stuff so they have some excitement.

Hey, I could double radio ads.

Make more money, right?

Hey, I could cross sell and upsell to my customers.

You haven't done that yet, right?

So while we could have built Grasshopper up, right, to that next 50 million, 65 million, we left enough for the acquirer to be interested and excited to overpay today.

So it's kind of counterintuitive.

The next one is don't worry about running a process, right?

Lots of people will stand up here and we all hear on the news, Cisco and Microsoft were bidding for my company, so I got a billion dollars, right?

That happens almost never.

Right.

So don't count on that and stop wasting time running on a process.