How To Get Rich In Business

This is how you actually get rich in business.

I've been involved in over a billion dollars of acquisitions. I built a roll-up to two hundred million a year in revenue in under two years. And I sold rollups.com to Naval Ravikant's company.

This is the road map.

And I want to tell you upfront why I care so much about you buying a business and getting rich.

Because I get richer in the process.

That's the honest answer. Every person who goes out and buys a good business is somebody I can eventually do something much bigger with. So I'm not being generous with you here. I'm being selfish. It just happens that being selfish and helping you get rich are the exact same thing in my business.

And honestly, I'd rather all of us end up on the yachts and the golf courses together than me get there on my own. That's a much better life. So let me just show you the whole thing, start to finish.

It took me years and a lot of money to really see this. Once you see it you can't unsee it.

A small business sells for three times its profit. A big business sells for ten times the exact same profit.

Same team. Same customers. Same money coming in the door every month. Different price.

Why? Because a different kind of buyer is allowed to buy it. One guy with a bank loan buys the small one. Private equity buys the big one, and they pay three times more for the identical dollar of profit.

That's it. That's the gap. Buy at three, sell at ten. Everything I've built for the last decade sits on top of that one sentence.

Before I explain how any of this works, let me just show you the money. Because this is the part that took me years to see, and I want you to see it in the first two minutes.

Say you buy one business. It makes five hundred thousand a year in profit. At three times profit, you pay about a million and a half. And you're not writing that check — you put down around ten percent, the bank covers most of the rest.

Now here's what almost nobody knows. When that business joins a group of eight, two things happen.

First — you sell half of it for cash. Seven hundred and fifty thousand, wired to you. That's your first exit, and it comes fast.

Second — the half you kept becomes a piece of the bigger company. And when the group sells a few years later, in our model that piece is worth around two point one million. That's your second exit.

So the same business that's worth one and a half million on its own turns into about two point eight for you. Two exits. One in the middle, one at the end.

That's the potential. Now let me take you through the process of actually getting there — step by step, with real numbers the whole way.

I'll give you the whole plan. The numbers, the process, the templates we actually use. Go to my Instagram, link's in the description, DM me the word ROLLUP and I'll send it over. Free, no catch.

Let me walk you through what really happens, because when I started, nobody told me any of this.

You look at a hundred businesses. Some on-market — the listing sites, the brokers, everyone can see those. Some off-market, where you go find owners nobody is talking to yet. Off-market is where the price is good, because you're the only person in the room.

You sign about sixty NDAs. That's just to get the door open. Sixty pieces of paper before anybody will show you a real number.

You get actual financials on maybe thirty of them. The CIM, the tax returns, the profit and loss. And I'll tell you what happens with most of them — they fall apart right there. The add-backs are nonsense. One customer is half the revenue. Or you realise the business is really just the owner and nothing else.

You make three offers. You lose two.

One closes.

Now the money, because everybody asks. You put in about ten percent. The bank lends the rest. Sometimes the seller carries a note. Sometimes you raise a slice from investors — five percent, ten percent, whatever you're short.

And you sign a personal guarantee. The PG. That's the part nobody says out loud on the internet. Your name is on that loan.

Ninety to a hundred and twenty days from handshake to owning it.

That's the job. It's boring and it's long and almost anybody can do it. Most people just quit somewhere in the middle.

Now here's the part that changed everything for me.

One business making five hundred grand a year — nobody big wants it. Too small to be worth their time.

Eight of them together, making four million — now private equity picks up the phone. Public companies pick up the phone. And they pay six, eight, ten times.

Same eight businesses. Nobody changed anything about any of them. There are just eight now instead of one.

That's a roll-up. That's the whole trick. It sounds like it should be more complicated than that, and it isn't.

So let's say that's you. You went and bought one. It makes five hundred thousand a year.

On your own, you sell it for a million and a half. One payment. Done. That's your life's work, cashed out.

With us, it looks different. You sell half of it for cash — seven hundred and fifty thousand, wired to you at closing. The other half you keep, as a slice of the big company.

Three years later the big company sells. Your slice is worth two point one million.

So seven fifty in your pocket on day one, plus two point one later. Two point eight million, for the same business you'd have sold for one and a half.

And the thing people actually cry about isn't the money. It's that your name comes off that bank loan the day we close. Your house stops being the collateral.

Somebody has to fund the cash half. So we raise nine and a half million.

Three years later those investors get seventeen and a half million back. About twenty-three percent a year.

That's why they say yes, and it's why I can always raise this. The returns aren't exciting. They're just boring and good, and that's exactly what money wants.

And me. This is the part of the video I actually want you to watch, so let me be straight about it.

I do four things. I'm the dealmaker — I find the eight and put them together. I'm the advisor — I help each of you buy a good one in the first place. I'm the investor — I raise the money and syndicate it. And I'm the operator — my team and my AI agents run the actual departments across all eight companies. The marketing and the ads. The funnels and the follow-ups. The sales pipeline. The finance, the invoicing, the collections. The hiring. The whole back office.

For running it, I take two percent of revenue a year, in cash.

And I own about twenty-three percent of the company. When we sell, that's around ten million dollars.

I put in zero dollars of my own money.

Now you know exactly how I get paid. And you should know that before you take any advice from me.

Which brings me back to the beginning.

I don't have a roll-up unless there are eight good businesses out there. If you go and buy a bad one, I've got nothing — eight broken companies are worth less than three times, not more.

So I need you to buy well. I need you to still own it in three years. I need you to have grown it. And I need you to actually want to keep running it.

My money comes after yours. Always. That's the whole alignment, and it's why I'll tell you to walk away from a deal that would have paid me today.

So here's where I'll leave it.

You can do every bit of this on your own. Genuinely. DM me ROLLUP on Instagram and I'll send you the templates, the scripts, the outreach, the whole process. Free. I don't want anything for it.

Or, if you'd rather have it done for you — we find the deals, we analyse them, we make the offers on your behalf, we help you get it financed. Sometimes we put our own money into the deal. Sometimes we syndicate it to our investor network. And then we run the operations alongside you afterwards.

Either way, go buy something.

One last thing.

There is a sixty-one-year-old owner sitting somewhere right now with a solid service business, twenty-eight years of customers, six hundred thousand a year in profit, and nobody to sell it to. His kids don't want it. He's going to close the doors, or hand it to an employee for nothing.

You can buy that. With mostly the bank's money. This year.

And the day you become one of eight instead of one of one, that same business is worth three times more.

Not because you worked harder. Because of who's allowed to buy it.

Three when you're alone. Ten when you're not.