As a consultant, I’ve spent years helping business owners tighten up their operations to increase control, power, and, ultimately, enterprise value. Now that I’m focused on buying and flipping businesses, I’m applying the same playbook. The real upside isn’t just in buying low and selling high—it’s in what you do in between. Operational discipline is the multiplier. Clean books, tight KPIs, and strategic systems don’t just improve performance. They drive valuation. I'm curious. What’s one operational red flag you guys always watch for in a potential acquisition?

In this episode, my wife Sandra and I talk about what it’s really like building businesses while married. We get into the behind-the-scenes stuff—how we’ve handled acquisitions, risk, and staying connected through the chaos. If you’re in a relationship and dreaming big, I think you’ll relate to a lot of this. Enjoy, and please subscribe if you haven't already!

What did you take away from Tony’s story? - What surprised you? - What parallels do you see in your own journey? - Have you built your “buyer pitch” yet?

Hey everyone! 👋 Loving all the intros so far—great to see this community taking shape. We’re still in the early days of this Skool, but the vision is clear: This is your space to connect with driven, adventurous buyers who are ready to change their lives by acquiring profitable businesses. Let’s kick off a conversation👇 What’s your #1 reason for wanting to buy a business? Freedom? Income? Legacy? Something else? Drop it in the comments—let’s get to know what’s driving each other. 💬

Hi! I'm Erik Brassell. I'm exploring options. I've started several businesses over the years and want to buy one instead. My biggest roadblock is understanding what it takes to buy a business and having the confidence to actually pull the trigger on one. If I bought a business tomorrow, my preference would be a small manufacturing business.