Rick Jordan

It was really the second large acquisition that we did that kind of tanked everything.

It was around $5 million in revenue.

And when you lose all that almost overnight, it hurts everything, man.

You still have all the employees that you gained.

Going from, it was probably, I think, 12 people.

We were doing $4 million a year with 12 people.

And then we were doing 15 after the acquisitions with 94.

That doesn't even scale right.

It doesn't even make sense.

That's part of the integration, though, because with any kind of acquisitions, when I said I was going to carbon copy and stamp those things, clone it, that was part of the process over the first year with these.

It was supposed to be to where we reduce the headcounts in order to make the companies more profitable and run more efficiently under my integration plan and the way that I build things.

But when it happens so quick after the acquisition, it's a different story.

Then you're just scrambling.

You're trying to figure these things out.

But yes, one of the biggest things was a sales tax liability.

This is probably the single largest one that was there.

When you buy a company that's on paper showing that they're making net income $600,000 a year.

After all expenses, even with the owner's salaries added back in, if it's 300K for the owners, the company was really only making 300K a year.

But then these are called ad backs because you don't have that liability.

Those people could go away.