Tommy Mello

What can I double down on?

And then you take that and you build a business around that core until you get to a point where you're big enough to diversify, where you're big enough to say, okay, I'm ready to add another service line or I'm ready to add another territory.

People just grow too early and it hurts them and they feel like, oh, this is an execution problem when it's really a decision problem that was never made before.

I want to be a master of my craft.

But that is the key.

That is my opinion.

You want to be... So in order for you to grow... Let's talk about growth for a moment because there's growth of top line and there's growth of EBITDA and they're not the same.

It's really easy.

I talk about this so much.

Because it's elementary, but it doesn't happen.

So it's worth...

mentioning this growing top line is great meaning like i get more sales but it's an illusion because you have to service those sales and not just service you have to build an operation that does that successfully and not all sales so profit or ebitda is the average of all of your activities some of them produce a lot of ebitda some of them take away from your ebitda

So you want to find what exactly is the lever that I want to pull.

What do I want to double down on?

And sometimes it's saying no to revenue to protect your EBITDA.

Which one would you buy?

Yeah.

So why do you think the owner didn't cut the gates?

But it's exactly the kind of businesses that I work.

It's the same.