Jeff Dudan

And she was great. And she was a top performer. And so that's when it goes well. And that's what it's all about.

People can't make decisions against a framework that they've never seen. The first thing I did was I got into Vistage in 2009. I had an incredible mentor who had built Husqvarna North America from $29 million to $530 million through a dealership network. So he was the perfect coach for me. And then at some point I got into something called YPO, which you're probably familiar with.

People can't make decisions against a framework that they've never seen. The first thing I did was I got into Vistage in 2009. I had an incredible mentor who had built Husqvarna North America from $29 million to $530 million through a dealership network. So he was the perfect coach for me. And then at some point I got into something called YPO, which you're probably familiar with.

And I got into YPO. And as I moved up through leadership in YPO and I got into a bigger room, I realized that everybody in there had sold a business and that it wasn't that scary and that your identity and your role could be separate. My whole identity was wrapped up in two, really three identities, the founder and CEO of AdvantiClean, father, husband, and coach. So That was it.

And I got into YPO. And as I moved up through leadership in YPO and I got into a bigger room, I realized that everybody in there had sold a business and that it wasn't that scary and that your identity and your role could be separate. My whole identity was wrapped up in two, really three identities, the founder and CEO of AdvantiClean, father, husband, and coach. So That was it.

But the ability to say, you know, I've been running this business for 24 years and 11 months. We're one of the largest, what I would consider high quality assets at that point in time that was available for the market because private equity had come in and really gone through the home service space and acquired a lot of businesses. There just wasn't a lot of inventory out there at the time.

But the ability to say, you know, I've been running this business for 24 years and 11 months. We're one of the largest, what I would consider high quality assets at that point in time that was available for the market because private equity had come in and really gone through the home service space and acquired a lot of businesses. There just wasn't a lot of inventory out there at the time.

So now we're in a space where maybe the demand is exceeding the supply. Multiples were high. I was 50. We were comfortable. We didn't need the money necessarily. But I also knew that the company needed to go through a real investment. It needed some change. It needed some life pumped into it. And

So now we're in a space where maybe the demand is exceeding the supply. Multiples were high. I was 50. We were comfortable. We didn't need the money necessarily. But I also knew that the company needed to go through a real investment. It needed some change. It needed some life pumped into it. And

I just said, you know, if I'm going to do something else, I would like to have more capital and I would also like the headspace to be able to do it. And you sit in the CEO spot. So there's certain things that you can't do because it might conflict with what you're doing right now. So I thought it was a great time to provide an opportunity.

I just said, you know, if I'm going to do something else, I would like to have more capital and I would also like the headspace to be able to do it. And you sit in the CEO spot. So there's certain things that you can't do because it might conflict with what you're doing right now. So I thought it was a great time to provide an opportunity.

People did really well that had been with me for, I had nine people that had been with me more than 20 years. So it was an opportunity for them to get a check and other people to get a check and opportunity for us to really create some generational wealth and set up the vehicles for some dynastic things and to fund those things. You know, one of your roles as a parent is to provide.

People did really well that had been with me for, I had nine people that had been with me more than 20 years. So it was an opportunity for them to get a check and other people to get a check and opportunity for us to really create some generational wealth and set up the vehicles for some dynastic things and to fund those things. You know, one of your roles as a parent is to provide.

So I'm like, okay, well that's done. And then it would give me the opportunity to do something different. So I really knew probably in 17, I took a few inbounds and, from some platforms and I just realized I wasn't the person to negotiate this deal. So I really needed to hire an investment banker and take it out to the more broad market and see who would be the best fit for it.

So I'm like, okay, well that's done. And then it would give me the opportunity to do something different. So I really knew probably in 17, I took a few inbounds and, from some platforms and I just realized I wasn't the person to negotiate this deal. So I really needed to hire an investment banker and take it out to the more broad market and see who would be the best fit for it.

And that's what we did. And it was a good thing for a lot of people.

And that's what we did. And it was a good thing for a lot of people.

So Homefront Brands, after about two, two and a half years of investing and advising and really getting involved in fitness and wellness and pets and oil changes and sales organizations and all these different things, what I really came to appreciate very quickly was it's kind of like the Warren Buffett thing. It's like the very durable nature of property services.

So Homefront Brands, after about two, two and a half years of investing and advising and really getting involved in fitness and wellness and pets and oil changes and sales organizations and all these different things, what I really came to appreciate very quickly was it's kind of like the Warren Buffett thing. It's like the very durable nature of property services.

You know, we're going to have a hundred million more people in this country by 2050. There's at least, and it could be much more than that, depending on what position we ultimately take on immigration and things like that. Some integration is definitely good. I mean, we need new people in this country and that's the way it's always been.