Puroon Shahada

Every single employee in that company, all their customers, all their partners, they all need to be really thought about ahead of the transaction.

All of that has to happen in a very short 30, 45-day time period.

So we've realized that for the next acquisition, we've started to run this M&A committee really well.

This is one of the most rigorous parts of my business now because we do want to grow inorganically.

That was the whole point of taking on this capital.

So, yeah, over in the last 20 minutes, 20, 25 minutes I've spent sharing my story.

These are the three important things to take away.

First of all, stick with a niche.

Niches will bring riches.

Certainly, you know, I can attest to that.

If you have 200 customers in the same vertical, you're going to be more investable than actually being spread over lots of different verticals.

Number two, when you want to accurately explored, you know, you want to actually first make sure your unit economics are right.

Once you nail it, it's easy to scale it.

And lastly,

You know, if you stay in the game long enough, and I certainly feel like I am doing my part on that end, you will find that the best in your field will want to go become part of your journey.

You'll be able to acquire a lot of these companies.

A lot of these founders have looked at you for a while.

So the goal here is to play long ball.

And if you do that and add that, you know, and add being excellent in the boardroom, which we can be good partners for, we'd love to actually help you get there.

I think this could be a lot of fun.