The Power of Cold Outreach in Business Acquisitions with Jesse Jackson

You should do what you want to do, but at the same time, if you can't decide, I often encourage people on my coaching calls when they're narrowing it down to two or three things. Great. Start talking to owners in all three of those spaces. Very quickly, you'll begin to understand the landscape. When you've looked at 10 sets of financials in a single vertical, you know you're going to see what those profit margins look like. You're going to see how the businesses look, and you're going to see if that's potentially an interesting space for you or if you want to move on to something else on your list.

Hey, everybody. Welcome to another episode of the Business Lunch podcast. And I have the wonderful pleasure of having one of my business partners, Jesse Jackson, on today. Jesse, how are you doing?

I'm doing well. I'm so excited to be on with you because I love listening to Business Lunch podcasts and I think you are just so funny. Your dry humor gets me every time, so I'm excited to be a part of it.

Well, I'm really happy to have you here. So you have done some really, really cool things. I would love it if you would kind of just. I'm gonna say one thing real quick, and then I'd love to hear more about your entrepreneurial journey, but we had lunch a couple of weeks ago and you told me that from when we met, when you were just kind of getting started just a few years ago with your current venture, which is Mango Automotive, that you've built that through acquisitions up to an eight figure business with about a 25% profit margin, which is just insanely cool, and I think it's so awesome. And if you could share some of that journey as you share your whole thing, I'd love for you to share that with everybody because I think they'd really enjoy hearing it. So tell us the Jesse Jackson story of entrepreneurship.

Oh, my gosh, Roland, let me pull this out. But yeah, let me start with. You know, so much thanks to you, Roland, and the epic program you created, really for. For helping me create this Mango Automotive business, which did sort of rise out of the dust to this eight figure business. And it's funny, I'm going through an SBA program called SBA Thrive, a bit of like a. A mini mba. And when I showed up. What.

How is the program?

Oh, it's going well. We're just a few weeks in. It's very intense and very in depth. So it's about 20 hours a week dedicated to that program.

Wow, okay, cool.

And you fill out an application. And then they admitted me. And when, when I showed up, they sort of said to me, we wondered if your, if you were being honest about your numbers. Because to grow from, you know, zero to an eight figure business is, is a bit unheard of certainly in my landscape in New Mexico. And I think is, is an uncommon thing. So that's the, the power of the zero dollar out of pocket acquisition.

They're like, could you maybe teach the class to us?

They did ask me to teach one class on acquisition. Yeah. So I, I think my, my deep background is environmental engineering. But as I sort of, you know, got out of school and got into the cube, the cubicle, I, I loved learning about engineering because you're driving equations and it's sort of magical. And then you get into the cube and it's like, okay, so just put the numbers in the software, it'll tell you the answer and like you're good to go.

So it wasn't nearly as much fun.

Yes, that was a bit of a drain brain. Um, so I, I sort of segue like into software startups and spent many years in that space.

Now were you there as a founder or were you working with them or how, how did that, how that work?

Yeah, I, I, I think a combo. And this is very common in software. Right. I was consulting sort of in the later years as a chief product officer. I wish I had met you and I wish I was consulting for equity, but I was building for cash as, as is more traditional. Right. And also had startups on the side.

Okay.

So yeah, a combo of those things. And then what I did right before Mango was a software startup in the automotive space. It wasn't an automotive repair, it was in paintless dent repair tech. So we sold to private equity. And that's the point where I saw this huge opportunity in the automotive landscape because you have over 60% of owners in that space are getting ready to retire in the next 10 years. And you also have the evolution of electric vehicles entering the space and still sort of an old space in terms of gender equality and also in terms of the marketplaces is very disjointed. The biggest player owns 2%. 2%, 2% of the space. So they haven't been through a consolidation phase yet. So then I met you and learned about acquisition sort of being on the other side of the table from, well, I experienced as a founder and that seemed like a very much easier or more interesting space to be in. As a founder, you put your blood Sweat tears into that for four or five years, you know, private equity or someone comes in and scoops you up. And when that happened to me, I was thinking, gosh, what did they do that was so special? They just came in and bought us and they bought a few other people. So I think it's really fun to be on the other side of the table now.

Hey, Ryan Deiss here, co host of Business Lunch. And before we get to the show, I have an exciting invitation for you. My business partner and Business Lunch co host Roland Frazier and I are hosting a live in person event. And if you're a bootstrap business owner who wants to build a 10 million and even hundred million dollar business in the next three years, you need to be there. This event is called Get Scalable Live. And over the last four years it has transformed from a small gathering of entrepreneurs into the largest bootstrapped entrepreneurship conference in North America. Now, I know what you might be thinking. You're probably thinking, Ryan, really? Another business event? Is that really what we need? But trust me, this isn't just any other event. You see, unlike most conferences, at Get Scalable Live, you will have dedicated time to take action and actually work on your business instead of just in your business. Over three days, you'll work shoulder to shoulder with like minded entrepreneurs to implement what you're learning and get valuable feedback that you're just not going to be able to get during the normal day. Today you're going to be immersed in fresh ideas, strategic insights, and you're going to get the support and guidance that you need to actually reach your business goals. So this is your opportunity, this is your chance to step out of the day to day, to eliminate the noise and finally work again on your business, not just in your business. And if you implement, I'm confident about this, if you implement just one or two key insights from any of our sessions into your business, you are bound to see a return on investment much higher than what we could ever charge for admission. And by the way, speaking of admission, right now Business Lunch listeners can save an additional 10% off of our already low early bird ticket pricing. So just head over to getscalablelive.com and use promo code lunch. And at checkout, again, that's getscalablelive.com promo code LUNCH. It is truly amazing what can happen when you step out of the day to day and spend just a little bit of time surrounded by other powerful business owners. And since this opportunity only comes around once a year, you don't want to Miss it again. The link is getscalablelive.com and don't forget to use promo code lunch at checkout to save up to 67% off the full ticket price. That's all I got. I'll see you in Austin. All right, back to your regularly scheduled programming.

It really is. So you didn't have any experience other than the. The then current software as a service that you were working with in the automotive repair shop industry, correct?

Yeah, that's right. My. Both of my grandfathers were sort of in similar spaces. One grandfather in automotive repair, but. And one in, like, same kind of thing, but for airplanes. So I certainly felt comfortable in a dirty shop. But they both passed and their businesses have evaporated. And I. Yeah, I'm brand new to the space, which is why I have a business partner who, you know, makes all the magic happen in the shops and makes them run.

Yeah, I love that. I think it's so smart. So, I mean, really, one of the big things that stops people from moving forward is I don't know what to do. So what would you tell somebody that was trying to figure out how, gosh, I want to do this? I've decided I want to buy a business, let's say, or go into a business. But the world is full of so many opportunities. How do I decide? Like, was it that you saw? Well, just tell us how you decided. I guess maybe that's the.

The best place to start. Sure. For me, I also, I had a business partner at the time, and we had developed a software, ironically, in the podcasting space that we thought would be. Was an AI software that we thought would be really interesting to sort of add it to an existing podcasting software. So in the beginning, I actually went after podcasting software, and I found out multiples were really high. They were at the time, still expecting a multiple on revenue. Um, it seemed pretty. And you had sort of owner, founder wearing 10 hats running these companies, wanting a high revenue multiple. So I pivoted pretty quickly, you know, away from that into automotive. I think the key is, if you're brand new to acquisitions and you want to get started, it. You should do what you want to do. But at the same time, if you can't decide, I often encourage people on my coaching calls when they're narrowing down to two or three things. Great. Start talking to owners in all three of those spaces. Very quickly, you'll begin to understand the landscape. When you've looked at 10 sets of financials in a single vertical, you know, you're Going to see what those profit margins look like. You're going to see how the businesses look, and you're going to see if that's, you know, potentially an interesting space for you or if you want to move on to something else on your list.

Okay. And then when you made the decision to do, to go into the automotive space, did you. Did you start out saying, because I haven't run one of these, I should get a partner that's an operating partner.

I should have, but I did not. Retrospectively, I feel so lucky that I ended up with my partner. I actually was talking to business owners in the space and, and one of the owners I was talking to about potentially selling wasn't at the place where he was ready to sell, but he was very interested in what I was doing. And so we agreed to sort of partner in our first deal, which grew up into a partnership in all of our deals.

Okay. And so if you were going to do this now or you were talking to somebody else, thinking about doing it, how would you go about finding that person?

What's cool about. I'm. Some people have called me the cold call queen. And I think what is cool about making calls, especially if you're, you know, looking in brick and mortar, but even if you're not, is getting to know the space and the business owners in that space. So likely the perfect business partner for you already knows how to run this kind of business, so they may already be running this kind of business.

Right.

So if you're having those conversations, I think the opportunity for, you know, either an acquisition or a partner is naturally going to sort of come, come across your desk and when you can present it, right. When you can sort of talk to them about what your goal is, if you're doing a roll up, what that looks like and what, you know, their financial gains would be or what their life would look like, I think it's very compelling. And you probably will have more interested parties than you know what to do with if you approach it that way.

How for people that have heard horror stories about partners, how did you decide that this person was right?

Brian and I started baby steps. So when we first decided to partner, I knew that I was going to do many acquisitions. And we said, okay, we're gonna, we're gonna partner on this one shop, and if we like working together, maybe we'll do another one. So I think it is hard to know, and I've had, you know, really rough situations with business partners also. It's just hard to know going into it Especially when you're bringing on someone into your vision, I think it's hard to know if they're gonna own it, like, it's their baby, too. So we. We got to know each other a bit, and then we essentially, you know, did a test shop followed by another test shop. You know, after a while, we decided we could probably commit to each other for longer.

Okay. And then in terms of finding the shop, is that something that happened, like, right away, or. You said cold call queen. So was there a. A lot of outreach before you found that first one?

Roland, I really believe in your funnel, where it starts with a hundred incoming leads and you get one to three that comes out the bottom. And that really happened for me. I was probably working with 100 to 150 shops in the beginning in my area, and we ended up getting three deals. So. So our first deal, we. I think I did epic in August, and we had our first deal under our belts by the end of December. So it wasn't right away, but it was pretty quickly. And one of the. Of the first five calls I made, one was my. Ended up being my business partner. And one of them was a deal that I closed, though that one took me an entire yield year of working with that owner because it was just a slow roll on that one.

Yeah, yeah. And. And then after that first one. So would you say it was about 150 companies that were in the. In the funnel to get the. The three that you did? Is that.

Yeah, 120 is probably a better estimate, but.

Okay. And then the conversations with those people, because you didn't have a ton of cash to work with. How. How did that go?

I think it was fun. In. In the beginning, what I had was a lot of energy. I, of course, had you telling me that maybe acquisitions weren't right for me. So I really was selling my vision. Right. I was selling my vision. And. And I built that vision based on what I knew about the market and things that were changing in the market. So what was compelling to these business owners is if you think of their business as their little baby. Right. And they've grow. They've been working on this baby for the last 30, 40, 50 years. They still want their baby to go off and be successful even after they've retired. Right. They don't want to see it die. So I think the ability to talk about my broader vision in the automotive space and what I was building sort of got these owners excited to potentially be part of that.

I like that. I like that. Okay, so you've and you and I have had lots and lots of conversations about this. So now we have the operating partner, we've got the first couple of deals, and now you want to go faster. So one of the things that we've been kind of playing with is raising capital to go faster, but not going to private equity where they have kind of a deal where they get all the money. I mean, they get all the profits. What, what is that experience been like and, and what's the good, the bad and the ugly of it?

Yeah, raising capital. So we've been, you know, raising capital from private investors. The good is the investors who have invested with us are really cool, interesting, smart people. And I know they've, they've sort of come from, from your network, which is awesome. So I've loved, you know, having them on board and sort of getting their input. It's great to be able to, to talk about what you're building and to get feedback from other, you know, business people. So that's been really fun. That's the best part about. Has been it's been, I think, a little bit slower than we had hoped. Yeah. And a lot of people, just a lot of people I'd say, who are interested and have never invested in a business before, some people who've invested in real estate, some people who haven't done investments, but really not a lot of people who have invested in a business. So I think, you know, Sam and I have sort of come back to the idea of like, okay, let's help people understand. Multiple arbitrage is a starting point. Right. Which is. Isn't something we were initially talking about maybe because felt too familiar to us. It didn't, you know, occur to us that we should talk about it.

Yeah.

But I, I think sort of going back to the basics and talking about multiple arbitrage and make, making sure that our investors are getting distributions have been some important pieces of ramping up our fundraising.

And, and for, for somebody that's, I'm going to hop back a hair for somebody that's kind of going through this, they don't want to use investor money because you didn't initially and they're having a hard time getting that first deal in. And I have some people who, I don't want to say their names, but, but they're friends of both you, you and, and me. And they just like they're doing all the right things, but just doesn't seem they can get that, that acquisition down. What, what would you say to somebody like that? Somebody that's either afraid that's going to happen or that's experiencing that.

Well, I think that, you know, fundamentally, it's part of the journey. I think I shared with you once, Roland, my version of the epic journey, which it's. I know we're podcasting, so I can't share, but it's sort of, you know, the initial talks and it's like ramp up in good feelings that we. Everyone's feeling great, we think we're getting close, maybe we even get assigned loi. And then almost every deal, we enter this, I call it the Pit of Despair, where it just feels like this deal is never going to happen. We're stopped up for whatever reasons. Usually a lot of the sellers feelings. Yeah.

Or lawyers.

Yes. Or the.

Yes.

And the attorneys. And then we enter Never Closing Canyon. I. For me, Roland, this might not happen to you, but for me, every single deal, there is a moment in that deal where we go, well, guess there's no deal that fell apart. And then somehow we sort of calm out of Never Closing Canyon to actual, the actual closing.

Are you able, if you're thinking about it, to identify kind of what causes what gets you past those two things.

The Pit of Despair and Never Closing Canyon.

So the Pit of Despair, let's say you've got the loi, and these folks have been through that several times, lots of Lois and then lots of advisors, and that's been a challenge for them. But for the ones that you were able to get past that canyon, what would you say causes it? Is it continued follow up? Is it reframing? Is it, you know, you tell them, is it a takeaway or is it just always something different? But like, what would you say gets you past that?

Yeah, well, fundamentally, Never Closing Canyon is a discrepancy between, you know, what I, as the buyer, am able or willing to do and what the owner is able or willing or wanting to do. Right. So there's, there's a gap there between what can be done. So how can. And a lot of times, like you mentioned, that gap can get filled with attorneys that push you even farther apart or sort of third parties. It actually was a business lunch podcast, I don't remember which one that I listened to. And one of the tactics for negotiating was sort of developing a common enemy. So I do this a lot, and there is always a kind of common enemy. If you're working with a motivated seller and you're a motivated buyer, you both want the same thing.

Yeah.

So what's stopping this from closing?

Right.

And so Identify that common enemy and find a way to work around it. And so if the common enemy is attorneys or paperwork work, I mean, I've literally sat down in a restaurant for six hours and gone line by line through a 30 page contract.

Yeah.

And agreed with the sellers what we can and cannot do. And we handed it to the attorneys and we said, draft it like this. And both attorneys went, no. And we went, yes. Yeah. Because, you know, we acknowledge we both wanted it done. So that's how we've, you know, that's one example how we've sort of worked through it. Sometimes it's time. Sometimes I'll just send in, you know, bad cop, good cop, I'll just send in someone else. Like, my business partner isn't usually heavily involved in the negotiations. But if I get stopped up and I've tried over and over, I'm like, Brian, you call up Joe and you tell him how awful I am and you tell him that you're gonna fix it for him. So sometimes just, you know, a different perspective to help bring us together. If the seller is feeling like I'm the enemy, then we gotta, we have to find someone else so I can be the common enemy so we can work through it because again, like shared goals.

So was it the Valley of Despair and then never closing canyon, the Pit of Despair? The Pit of Despair came first. And what's the difference between the two?

The Pit of Despair. Things are feeling really rough.

Okay.

Never closing canyon is I. At that point, everyone in the deal believes that it is not going to happen. It's the farthest, the lowest point in the, in the journey.

And yet you've had several that went through both of those perilous things and came out on the end and happened, right?

Yes. In all honesty, I'd say only one deal that I've been through closed very quickly in just a few weeks. And we, we really didn't go through that space. But all of my other deals have been through.

What was different. If you had to pick a couple of things about that quick, one versus.

The others, it was, the owner was extremely motivated. Unfortunately, he was in a health situation where his doctor literally told him, if you don't get out of that shop, you are going to die. He was, you know, having heart problems. So. And he had already been, he had previously listed with a broker. He didn't have success. So he was, he was just very, very motivated. That allowed us to close quite quickly.

All right, so now you get through all of the journey and you have caught the dog. The dog that's caught in the car. Congratulations. Now you own an auto repair shop or whatever other business.

Yeah.

What now?

Now it's time to hustle. We sort of talked about earlier, you know, going into an industry that you're not familiar with. And I have found that coming from this space of being unfamiliar with the industry has its advantages. And one of the advantages is you. You're not accustomed to what, you know, what the, the assumptive actions or processes in that industry, which allows you, you know, to potentially grow revenue much more quickly because you think outside of essentially the box or the industry. In fact, I got a text from my partner today. He said, spoken by a true CEO. Hard facts. I admire the pressure you just put on. This reminds me why you're a great partner. And it was grew out of this conversation where I'm like, well, I don't really know, but let me ask these questions so we can get to the heart of it. And really changed our strategy for how we're thinking about something. Things.

Nice. And in terms of systems, because you and I were talking about systems and things like that a year or two ago.

Oh yeah.

You were having a little bit of a challenge like getting the sops to put so that you could get people in that could then just follow the book. How did you go about making that.

Happen in the beginning? Well, in the beginning we had one shop and then we, you know, very quickly we closed to it around the same time. So very quickly had three shops. So I. The problem is when you have, when, when you're starting with this smallish business is there's no really need for an sop. Like we'll just, you know, where you go down there and talk to our.

Employees and they do things the way they've always done, right?

Yes. Yeah. And so it was hard to sort of sell the story that we needed this thing. But of course, you know, we saw it coming down the pipe because we knew what we were building. But it was hard to, to make that feel important in the beginning. But I would say now that we're much larger. It's very obvious to everyone, like we need to have a process around this. When we have a problem, we need to solve it with a process. So I think, you know, just knowing that from the beginning allows you to like begin the documentation and think about things in terms of process, even if everything's not solid. And then, you know, one day the light bulb's going to click for your, you know, partner or your district manager or whatnot. That yeah, we really need a process. We're quite big now.

How did you go about it, though? Because it's overwhelming for a lot of people to just, like, figure out where do we start and how do we get that. How do we get that ball rolling and then how do we make it happen?

You know, that's a good question, Roland. I think for me, I am thinking about process when something breaks, okay? So if we encounter a problem and maybe it's that we, you know, we got a charge back from a customer, how are we going to deal with that problem? So whenever I'm in the mode of how we're going to deal with this problem, I'm like, okay, we're going to document a solution.

Okay.

I'm not. This problem's new to us. I'm not sure if this solution is going to work. But we're going to document it, we're going to use it. If it doesn't work, we're going to revise it. Right. And documentation even sounds like a big word, literally. I, I mean, I use a platform called Notion to keep all my SOPs in. You can use anything. I mean, I think it's pretty straightforward. But I think it's just about thinking that anytime you're problem solving, like, you probably should have documentation because you're going to need to come. You're going to come back to this problem. It's going to happen again. So let's, you know, record what we did and then talk about whether it worked or we need to revise it.

Okay, now let's. Let's look at growth from here. So you've got multiple shops now, and things are going well. You want to go faster. Let's say that you want to acquire 10 more properties before the end of the year. Let's say that that was the target. How do you. How do you do that? How do you support that without going nuts?

How do you support those acquisitions without going nuts? I. I think the key to growing, which I have discovered, discovered long ago in my career, is simply you must always hire yourself out.

So what does that mean exactly?

What are the. I mean, internally, I'm having the conversation, what are the. With myself, what are the things that I am doing that someone else can do better or providing the least value and the things that I'm good at and I provide high value, then probably I should keep doing those things. Okay, so. And everything else just needs to farm out. In fact, I found myself in the situation where I'm, you know, I'm finding acquisitions and I'm CEOing and I'm running the, running the finances. And I'm looking around thinking I'm slowing us down at this point. Like I, I'm doing three jobs, I can't do all three of them. Yeah, I, I must hire someone to, to fill one of these roles. And, and for me, I ended up, I just hired someone, Roland, so thanks for talking through this with me. We hired someone to work on acquisitions. I'll still be, you know, managing that, but someone to do some of the legwork so I can work sort of focus on CEOing and also our financial pieces because I'm a bit of a control freak and not quite ready to give that up.

That's great. And would you say franchising is in the future from a rapid expansion standpoint, or does that appeal to you? Or do you think it's going to be mostly company owned? What are your thoughts on that that you'd like to share with people?

Roland, you are always pressuring me on franchising. I'm just asking, maybe this is a good time. I'll have a little healthy debate with you. My concern about franchising is that as aforementioned, I'm a bit of a control freak.

Right.

And when I was doing fractional CPO work, one thing I found frustrating is I would, you know, come in and essentially try to help a company grow their, their business. And sometimes that was very successful and sometimes the company just wouldn't do what I recommended and nothing would happen. So I have this sort of fear in the franchise world in automotive, that we will have a playbook and it won't be followed and we won't have control and we'll have, you know, essentially failing shops under us.

Yeah. And that, that was A challenge with McDonald's early on is that they were selling them to investors and the investors were basically offering all kinds of off menu things and doing things the way they wanted and not maintaining the cleanliness that was required. That can all be governed by a franchise document. The cool thing is the franchise is actually the perfect thing for a control freak because you get to dictate like a dictator everything that they have to do down to, you know, how each process is done. Which is, which is kind of cool. And I'm not, I'm not advocating that for, for Mango. I'm, I'm just asking, right? Because I think people that are listening or watching are going to be saying, you know, are you guys going to franchise? And there's pros and cons to it. So if if you don't, then one of the best things to do, which we haven't really. You and I haven't spent I think enough time talking about using a roll up to have the shares of the company pay for the acquisitions that are going to happen and selling the people who are being acquired on effectively becoming an investor in the bigger business. Which is a version of explaining that multiple arbitrage that you were talking about earlier. And I think that's, that's probably something that we should, we should put into place and, and pursue pitching an owner on this. Yeah.

And I have, I have pitched it a few times and I mean we've talked about this. It's, it's about knowing your industry and who you're working with. You know, the conversations that I'm. The people who are usually interested in selling an automotive are ready to retire.

Yeah.

And they, they don't have a high sophistication level. Me, just meaning that this is the only business they likely have ever had and this is the only time that they're going to sell it.

Yeah.

So I think it's a possibility and I'm open to, I looked at franchising hard a year ago. I'm open to looking at it again.

So I like both of those outside of the raise money model, raising money, we know that process. We've got that going. The other two things to think about would be franchising or if not franchising, some sort of partnership where, where you go in and acquire part of the business and then bring them in. Not necessarily using stock to acquire, but basically just saying we're going to acquire part of the business, not all of it, and we're gonna have an option to buy you out and then there's a, you know, a second bite at the apple and things like that for them. Or the traditional roll up model of we're going to acquire you by giving you shares in this company and here's our five year plan and here's what that will likely look like for you. And since you're retiring or your plan is to retire, here's the transition plan and here's how you'll have money coming in that will be equal to what you've got coming in right now for the period between now and the time that the exit event happens. That, that would all be, I think, cool to put together into kind of a, you know, a pitch for these people and try that in a little bit more intentional way thinking about the things that they want, the income. The scary thing about you know, selling their baby, but also get, get some appeal to how much more they'll ultimately be able to realize for it doing it this way. So I think that's probably worth us having a session on you and me and Sam to talk about presenting that.

Let's have a question. I mean, I mentioned I'm, I'm pitching this now and it really did grow out of that. I think the owners of this business, I have been talking with them since the very beginning, so for, you know, more than two years. And they, they want to retire. They're very concerned about their lifestyle sort of on and you know, a longer time frame than we're normally working with. And so they've been really pushing me on their return, which has sort of led to this conversation that we're currently having, which is, you know, a six, a partial sale, two thirds sale.

Yeah.

And one third that they could hang on to and get that second bite of the apple.

Yeah. And I think probably wouldn't be bad for us to talk about that also just to brainstorm some different ways to present it to them. But so lots of different ways to consider growing to that next level. Anything that as we kind of wrap up, you think would be that you would like to leave people with that are kind of thinking about embarking on this kind of adventure.

Yes, my. What I truly believe is, look, I'm, I'm a mom of seven. I've had two babies since I started doing acquisitions. I had no experience in acquisitions. Certainly if I can grow an eight figure business in two and a half years, you can do it also. And if I could give you, you know, one piece of advice that was the most powerful for me, it would be simply time boxing your cold outreach. And I believe if you do cold outreach for just one hour a day that, you know, in three to six months, you just cannot help but have a deal arrive in your lap. Because there are so many owners who are needing to retire or move or sell for one reason or another, and they are, they're literally waiting for you. So, you know, we each need to do our own work so we can help each other. I, I had one of our owners, he called me up and he said, jesse, this is the one year anniversary of you calling me. Can we please go to dinner? And I said, sure, let's go to dinner. Tom. Tom and my business partner and I, we all brought our spouses and we went to dinner. And he said, jesse, thank you so much. I had been praying for a way to retire with my wife and you called me and you were the answer to my prayers. I said, you're so welcome, Tom. I, I'm so happy for you. Do you miss the shop? You came into this place every day for 30 plus years. Do you miss being there? And Tom said, I thought I was gonna miss it, but I really haven't spent one minute missing it. And I think that that's just a testament to, you know, there are, there are more businesses that are selling, closing, that are ending than there are buyers out there. So if you have a desire to do this, you, you shouldn't feel like you're taking something from someone. You are, you're giving a gift of allowing someone to move on from their business.

Yeah. I love it. That's awesome. Thank you. I really appreciate you coming and sharing with the business launch audience. If anybody wanted to find out more about Mango or follow up on any or maybe even invest or do something like that, what the best way for them to get a hold of you?

Sure, I think email. You can email me Jesse. J-S S eangoautomotive.com awesome.

Love it. Well, thank you very much. I really appreciate you taking the time.

Thank you, Roland. Have a great day. Thank you.

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