Rudy Mawer

You have to have the right systems if you're not involved.

When you're involved, you can kind of like hold a thousand pieces together as an entrepreneur, but it's not a healthy way to run the company.

Yeah, and I learned this because I actually went to sell my first business.

And I had to reverse engineer out of it for a year before the exit, basically.

And then what was funny is I never ended up exiting in the end because it took so long.

But it was a valuable thing.

And I kept running the business.

And I actually kept it for three years.

And I wasn't involved.

And it just ran itself.

And it made like 400 or 500 grand a year profit without me for three years.

So it was pretty good still.

Absolutely.

but it was such a value like when i first i saw i was gonna sell it to a big firm so they sent me this 200 checklists like uh checklist basically right due diligence checklist uh and it was like super like crazy but it was actually great but i was like mid-20s so i was pretty young yeah 27 maybe but it was so good because it was like wow this is what they look for like a real firm that's buying you is looking for to sell it was a really cool experience yeah i have one of those sitting in

in my inbox right now.

So just for people that obviously we can't go through all 200, but there's five or 10 really big ones, right?

So what are some of the big common denominators that people are looking for when buying a company or something that helps you get a better multiple?

one, are your numbers accurate, right?

MARK BLYTHEUS- And I'd like to piggyback on that.

So what we do is we, every key staff member, pretty much most staff members have a roles and responsibility.