Ryan Daniel Moran

It was a small minority share, but if you calculate shares to dollar value, it's way more than he would get from a sponsorship deal. And we said, as soon as you sign this deal, the value of your shares actually goes up by 200%, maybe 300%. Why? Because the business with this person on the cap table is now a more predictable high growth company

It was a small minority share, but if you calculate shares to dollar value, it's way more than he would get from a sponsorship deal. And we said, as soon as you sign this deal, the value of your shares actually goes up by 200%, maybe 300%. Why? Because the business with this person on the cap table is now a more predictable high growth company

And we could raise capital against that at two to three times what we could do if we were just valuing it on the revenue or profit or loss. So we can double the enterprise value with one key relationship.

And we could raise capital against that at two to three times what we could do if we were just valuing it on the revenue or profit or loss. So we can double the enterprise value with one key relationship.

And we could raise capital against that at two to three times what we could do if we were just valuing it on the revenue or profit or loss. So we can double the enterprise value with one key relationship.

That's also true if we start adding advisors or CEOs and we start seeing these relationships as things that don't just make the company create more cash flow, they raise the enterprise value of what someone would be willing to pay for the asset. That that when I started seeing how all that all played out and how the numbers ran, that was where I realized how the big boys play.

That's also true if we start adding advisors or CEOs and we start seeing these relationships as things that don't just make the company create more cash flow, they raise the enterprise value of what someone would be willing to pay for the asset. That that when I started seeing how all that all played out and how the numbers ran, that was where I realized how the big boys play.

That's also true if we start adding advisors or CEOs and we start seeing these relationships as things that don't just make the company create more cash flow, they raise the enterprise value of what someone would be willing to pay for the asset. That that when I started seeing how all that all played out and how the numbers ran, that was where I realized how the big boys play.

So when you start adding one X multiple, now we're talking about multi millions of dollars in value. But we as entrepreneurs are trained to just hold on to the whole pie. That might be why you're stalled out in your growth.

So when you start adding one X multiple, now we're talking about multi millions of dollars in value. But we as entrepreneurs are trained to just hold on to the whole pie. That might be why you're stalled out in your growth.

So when you start adding one X multiple, now we're talking about multi millions of dollars in value. But we as entrepreneurs are trained to just hold on to the whole pie. That might be why you're stalled out in your growth.

The company declared bankruptcy and the bank had to choose who they were going to partner with to get the assets. And I made a bid. I didn't get the bid. In fact, the bank went with another private equity group instead. And that private equity group ran the business even further into the ground. So there were two owners after me that just beat up this dog.

The company declared bankruptcy and the bank had to choose who they were going to partner with to get the assets. And I made a bid. I didn't get the bid. In fact, the bank went with another private equity group instead. And that private equity group ran the business even further into the ground. So there were two owners after me that just beat up this dog.

The company declared bankruptcy and the bank had to choose who they were going to partner with to get the assets. And I made a bid. I didn't get the bid. In fact, the bank went with another private equity group instead. And that private equity group ran the business even further into the ground. So there were two owners after me that just beat up this dog.

And the private equity group that owned it the second time had an acquisition for one of their other brands. And so there was someone who was in charge of selling off or getting rid of the non-performing asset. And that person gave me a call and we started having some discussions. I knew that person from other relationships and they were now working at this private equity group.

And the private equity group that owned it the second time had an acquisition for one of their other brands. And so there was someone who was in charge of selling off or getting rid of the non-performing asset. And that person gave me a call and we started having some discussions. I knew that person from other relationships and they were now working at this private equity group.

And the private equity group that owned it the second time had an acquisition for one of their other brands. And so there was someone who was in charge of selling off or getting rid of the non-performing asset. And that person gave me a call and we started having some discussions. I knew that person from other relationships and they were now working at this private equity group.

And they called me and said, would you like to have your old company back? And when they told me the number they wanted, I walked away. And we came back to the table and we negotiated and they had another number and I walked away a second time. And then there was a third round of negotiations and we got close to the price that I wanted to pay. And I bought it for pennies on the dollar.

And they called me and said, would you like to have your old company back? And when they told me the number they wanted, I walked away. And we came back to the table and we negotiated and they had another number and I walked away a second time. And then there was a third round of negotiations and we got close to the price that I wanted to pay. And I bought it for pennies on the dollar.

And they called me and said, would you like to have your old company back? And when they told me the number they wanted, I walked away. And we came back to the table and we negotiated and they had another number and I walked away a second time. And then there was a third round of negotiations and we got close to the price that I wanted to pay. And I bought it for pennies on the dollar.