Ryan Rouse

Growth advisor to consumer businesses with a focus on every line of the P&L | Previously, Co-Founder at Factor Meals (acquired), CEO at Highkey

Growth-minded CPG leader with deep experience across finance, brand building, and operational leadership.

After more than a decade in finance—culminating in an eight-year tenure at Merrill Lynch—I co-founded Factor_, a ready-to-eat meal delivery company that went on to be acquired by HelloFresh for $277M in 2020.

I joined HighKey Snacks as Chief Marketing Officer and later CEO, guiding the low-sugar snack brand through rapid expansion and an acquisition in 2024.

I'm currently the President of MALK Organics, a fast-growing, near nine-figure brand redefining the plant-based milk category with its commitment to clean, organic ingredients and uncompromising quality.

And I write a newsletter about what it really takes to grow—your company, your mindset, your tolerance for chaos:
​
​• The unfiltered truth about building a brand
• Why “strategy” isn’t always strategic
• What to do when everything feels on fire
• Mindset shifts that keep you sane(ish)​
• Founder mistakes, market moves, and lessons I’m still learning​
​
​Part playbook, part perspective shift.
For anyone trying to grow something—and keep their head on straight.

Sign up using the link here (or below my profile pic above): https://ryanrouse.me/

Vice President | Partner

Data driven investors in early stage consumer brands. 

MALK made the Bain 2026 US Insurgent Brands list 👀 

What I love about this list is it's numbers based (i.e., not a popularity contest.)

• Greater than $35MM in revenue
• Grown at least 10x faster than their category average over the last 5 years
• Maintained positive growth over the past 2 years

A couple other stats that stand out. 

- While the overall market grew less than 2% in 2025, the insurgents captured 36% of market growth.

- Insurgents grew volumes by approximately 55% year over year in a market where overall volumes were largely flat, demonstrating that their growth reflects real consumer demand, not just price inflation.

- Insurgent brands continue to be at the forefront of where consumer demand is accelerating with 44% of the brands featuring natural or organic claims. 

I'm proud of what we're building at MALK. 

And honored to sit alongside the other amazing Brands on this list. 

Let's get after it once again in 2026!

Never been on a Forbes list // President @ MALK Organics // Follow for posts about the highs and lows of building consumer brands from 13+ years in the trenches actually doing it

We’re debuting our new Cleaner Creamers at Expo West.

Organic, dairy-free, and made without gums, oils, or natural flavors. 

One thing we all need at Expo is coffee (duh), so come have a cold brew on us at our Cleaner Creamer Coffee Bar outside of Hall E (S21). 

Or explore the full MALK lineup (and more) at our main booth N322.

Lastly, we're also hosting a happy hour on Thursday 3/5, from 4-5PM — where MALKtinis will also make their debut :)

See you there!

(Full details in the link in the comments)

I turn 47 today.

Five years ago, I wrote a post on my 42nd birthday about entering my prime.

Looking back, I was right. But I underestimated what was coming.

Because every year since then, I've finished even stronger than I started.

Not older. Stronger.

Mentally. Physically. Emotionally.

Patience made me stronger mentally.

I stopped needing everything to happen right now. The urgency that used to consume me is more controlled. The more I let things unfold, the quieter my mind gets. Clearer. 

Acceptance made me stronger emotionally.

I stopped fighting what I can't control. The setbacks, disappointments, and other people's opinions that used to stunt me... I learned to let them pass through instead of take up residence.

Balance made me stronger physically.

I stopped treating my body like it was separate from everything else. Sleep matters. Recovery matters. I'm in better shape at 47 than I was at 37 because I finally stopped grinding myself into the ground.

Focus made me stronger universally. 

I stopped giving F's to things that don't fill me up. Relationships, opportunities, envy of other's people's highlight reels on social media. 

I'm still a work in progress, but recognize and acknowledge that if I'm going to grow, those are the areas that need to be more developed. So I work on them. 

At 22, I thought 47 was ancient.

At 47, I know the truth.

I'm not declining. I'm compounding.

Every hard conversation. Every failure I sat with instead of ran from. Every time I chose the long game over the quick win.

It all stacks.

So if the 22-year-old version of me showed up today, I'd tell him the same thing I said five years ago:

You have no shot against this version of me.

But now I'd add one thing:

You won't have a shot against the 60-year-old version either.

We’re hiring a Director of Finance.

You’ll report directly to and work closely with our CFO Jay Stone. 

MALK is growing fast with a smaller team which means you’ll have meaningful ownership and impact.

It also means we need a builder. 

Someone comfortable operating in the fast-moving, messy world of high-growth CPG.

You’ll partner closely with Sales, Marketing, Category Insights, and Demand Planning to help us understand what’s driving growth and how we invest to scale the business.

We have a culture we protect furiously. 

A group of humans who are all different, but who have common traits. 

Self motivated, open minded, intellectually curious, and cool. 

Last thing I’ll say is this.

This place is special. And will be one of the most fun and rewarding work experiences of your life if you’re the right fit. 

I don’t just believe that. I know it. 

If you’re interested, or know someone great, email hr@malkorganics.com. 

Or text me if you know me.

I've never met a happy person in a hurry.

Last week I looked down and realized I'd eaten an entire lunch without tasting a single bite.

Fork in one hand. Slack in the other. Eyes on the next call starting in 4 minutes.

I couldn't tell you what I ate. I was already somewhere else.

And I thought: what am I actually racing toward?

Look, I get it. Speed wins. 

I've built my entire career on moving fast. I preach it constantly.

But there's a difference between moving with urgency and living in a constant state of hurry.

Urgency is a choice. Hurry is a disease.

Urgency says "this matters, let's go."
Hurry says "this moment isn't good enough. I need to be somewhere else."

Every time you're rushing, you're basically telling yourself: I don't want to be here. I want to be there.

"There" is always some future moment. When the deal closes. When the launch is done. When you're "further along."

You know what you'll find when I got there?

Another "there."

Happiness isn't waiting for you at the finish line.

It's not in the next milestone or the cleared inbox or the lunch you inhaled at your desk.

It's here. Right now. 

Even if "here" isn't where you thought you'd be.

If you can't get your arms around that, happiness will always elude you.

—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

Stop trying to be Steve Jobs.

He's the exception, not the rule.

An entire generation of founders watched the turtleneck tantrums and thought that was the playbook for great leadership. 

It's not.

I've watched brilliant people flame out because nobody wanted to work with them.

Being easy to work with is a competitive advantage.

Nice people make more friends.
Nice people create more loyalty from colleagues.
Friends and loyal colleagues expand your network.
Your network brings more opportunity.

The math is simple.

Be decent.

—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

The relationships will matter more than you think.

More than the wins. More than the exits.

Between Expo and a few trips to Austin, I've been reconnecting with people I've worked closely with over the years.

Different brands. Different outcomes. Different chapters.

But one thing was universally true across all of it.

Real connection got built.

Not the surface-level kind. 

The kind rooted in trust, respect, and genuine love for each other.

I'm grateful to have crossed paths with so many great humans along the way.

And proud as hell to watch them go out and do amazing things.

But the part that hits hardest is this.

They still want to sit down for a coffee and a big hug.

That's the real scorecard.

Not the revenue. Not the valuation. Not the press release.

The people who still show up for you when the chapter's closed.

The chapter ends. The relationships don't.

Build accordingly.


—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

There’s nothing like putting your skills to the test.

I say it to the team all the time. 

No doubt they’re sick of hearing it. 

But getting the chance to put your hard work to the test is a privilege. 

Full stop. 

I’ve worked really hard on my jiu jitsu since picking it up 3.5 years ago. 

And love to compete in tournaments because what better way to test skills than that?

This is me getting a choke submission in the gold medal match at the Austin Open last week. 

Stoke Level = Off The Charts

Really proud of the work I’ve put in regardless of the outcome. 

But winning is pretty sweet.

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I used to think good leaders had an opinion on everything.

Every deck. Every decision. Every damn detail.

If someone brought me something, I had to weigh in. That was my job, right?

Wrong.

I was exhausting my team and myself.

Not everything demands your judgment.

You're actually allowed to say "I trust your call on this."

You can sit in a meeting and just listen. You can let your direct report run with their idea without inserting yourself into every corner of it.

The best leaders I know? They're selective about where they spend their opinion capital.

They know the difference between:

• Things that need their input
• Things that need their approval
• Things that need neither

When you comment on everything, two things happen:

Your team stops thinking for themselves. And you become the bottleneck.

So now I ask myself: Does this actually need me? Or do I just want to feel important?

Most of the time, it's the latter.

Shutting up is a skill. And it might be the most underrated one in leadership.

—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

The best leaders don't announce themselves.

Sure, you can feel their presence.

But when they're with their team, there's no performance. 

No need to remind everyone they're the boss.

Their authority comes from how they listen. How they ask questions instead of giving orders. How they make space for others to shine.

The insecure ones do the opposite.

They interrupt. 
They dominate conversations. 
They make damn sure you know they're running the show.

But real leadership shows up in the room without saying a word. 

People lean in when they speak. 
Decisions get made faster. 
The team moves with confidence.

That's the tell.

If someone has to constantly remind you they're in charge, they probably aren't.

Self reflection is in short supply.

Most people are so damn sure they're right.

I get it. Confidence feels good. Certainty is comfortable.

But what I've learned in nearly 47 years on this planet is the most dangerous thing you can do is stop asking yourself one simple question:

Am I wrong?

Not once in a while. Regularly.

Pick something you're convinced of and argue against yourself. Make the best case you can for the opposite view.

You'll either strengthen your position or realize you need to change it.

Either way, you win.

The people who do this consistently? They make better decisions. They build stronger teams. They avoid costly mistakes.

The ones who don't? 

They get blindsided by their own blind spots.


—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

Your best relationships aren't built in the good times.

They're forged in the shit storms.

When revenue's down. When you're making layoffs. When the product launch flops and everyone's pointing fingers.

That's when you find out who's really on your team.

I've watched partnerships crumble during growth phases that should've been celebrations. And I've seen teams get tighter during crises that should've torn them apart.

The difference?

How you communicate when it's hard. 

Whether you protect respect even when you disagree. If you can trust each other when the path forward isn't clear.

You can't go back to the early days when everything felt simple. When the stakes were lower and disagreements didn't matter as much.

And honestly? You shouldn't want to.

Because every hard conversation, every tense board meeting, every moment you chose trust over ego made you stronger.

The relationships that survive the pressure are the ones worth keeping.

Everything else is just networking.

Intelligence isn't why leaders fail.

They fail because they can't connect.

I watched a VP with all the talent in the world lose his team in 6 months. Not because the plan was wrong. Because no one wanted to follow him.

He couldn't read a room. Couldn't give feedback without destroying morale. Couldn't build trust.

The gap between good and great leadership isn't IQ. It's EQ.

You can be the smartest person in the building and still create a vibe people don't enjoy.

Because leadership isn't about being right. It's about bringing people along with you.

Your direct reports. 
Your counterparts. 
Your boss. 

The hard skills get you in the door. The soft skills determine how far you go.

If you're stuck at a certain level, ask yourself: Is it really your capabilities holding you back? Or is it how you make people feel?

Start there.

No one person can make or break a company. 

Not once the brand becomes the most important "person" in the room.

Can a complete leadership overhaul across the org do it? Yes.

But no single individual, up or down the org chart, has that power alone.

That's actually a good thing.

For employees, leaders, founders, all of it.

Because it means the brand has arrived. It's bigger than any one person. That's the whole point.

But here's the flip side.

One individual, anywhere in the organization, CAN impact the culture in a meaningful way.

And culture? That can destroy a company from the inside out.

The brand might be bulletproof from the outside. But rot starts internally, quietly, one bad actor at a time.

So protect the brand by building it. But protect the company by protecting the culture.

They're not the same thing.

Consuming content doesn't build confidence.

Doing does.

I spent years thinking I needed one more book, one more course, one more framework before I was ready. Spoiler: I was never ready.

The confidence I have now didn't come from any of that.

It came from:

• Launching things that flopped
• Making calls I wasn't sure about
• Building Factor_ with no roadmap
• Getting it wrong, then getting it right

You can watch every YouTube video on swimming. But you don't learn to swim until you're in the water.

Same with business. Same with parenthood. Same with life.

The reps are the education. The failures are the curriculum. The wins are just proof you survived long enough to figure it out.

Stop waiting until you feel ready. You won't.

Start before you're confident. That's how confidence actually gets built.


—

I write emails. Unfiltered takes from 12+ years building brands.

It's free. Subscribe (or don't):

https://ryanrouse.me/

Most hiring decisions are made by asking "are they good?"

Wrong question.

The right question: "Are they incrementally better than anyone else we could get?"

Because you can build an entire leadership team of talented, credentialed, hardworking people and still have a team of expensive commodities.

They're all good. None of them are that much better than someone else you could go get. 

Example: Your VP of Ops is solid. Keeps things running. But if they left, you could replace them in 8 weeks and the business wouldn't skip a beat.

That's not a person problem. That's a unique value problem.

Same applies to agencies, advisors, fractional execs — anyone you're paying premium rates.

If their contribution is "generally helpful" instead of "uniquely effective," you're overpaying for adequacy.

"But isn't all value good?"

Sure. But good doesn't justify premium compensation or equity or a seat at the table.

Unique capability does.

So here's the filter:
→ What do they deliver that others can't?
→ How much better are they than the next best option?
→ What capability gap would their departure create?

If you can't answer those clearly, you're hiring for credentials, not impact.

And if you're the one being evaluated?

Same test applies to you.

Momentum is the most powerful force in business.

It's intoxicating. And finicky as hell.

When you have it, deals close faster. Hiring gets simpler. Problems suddenly have solutions.

That part is obvious. The part that isn't... 

Your team doesn't feel it the way you do.

They're in the weeds. Focused on tasks. They don't see the pattern you're seeing.

So when momentum's on your side, your job isn't just to ride it.

It's to make sure everyone else feels it too.

Point it out. Celebrate wins. Connect the dots between their work and the results. 

So you can get the most out of it when the winds are at your back. 

Because it can disappear as fast as it arrived.

My newsletter hit inboxes this morning.

Throwing it below in its entirety. 

I send 1-2 emails a week. 

Short, punchy takes from 13+ years building brands.

No fluff. No sponsors. 

Just the stuff I wish someone had told me earlier.

If you like what you see, link to subscribe is in my profile.

—

I had a manager once who was incredible when I first hired him.

Hungry. Coachable. Eager to grow.

But over time he changed. He got comfortable. He stopped pushing.

The problem wasn't him though. The problem was me.

I kept treating him like the guy I hired two years earlier. I wasn't seeing who he had actually become.

We all do this. We meet someone at a certain point in their life. Then we freeze them there in our heads.

But people change. They grow. Or they don't.

Your job as a leader is to actually SEE who someone is RIGHT NOW.

This works the other way too. Sometimes someone on your team has leveled up massively. 

And you're still treating them like a rookie.

That's how you lose your best people.

They outgrow the box you put them in. Then they leave to find someone who sees them clearly.

Look at your team this week with fresh eyes. Ask yourself who has grown that you haven't recognized yet. 

Ask yourself who you've been holding on to out of loyalty to a version of them that no longer exists.

It's a tough exercise. But it's worth it.

Same goes for your kids, your friends, and your partner by the way.

—

Your team isn't underperforming.

You're under-deciding.

I see this constantly. Smart, capable founders drowning in 80-hour weeks while their team sits around waiting for answers.

The bottleneck isn't their talent. It's your inability to make a call and move on.

Every decision you hold onto is a decision they can't execute on. 

Every "let me think about it" is another day of momentum lost.

You hired them to solve problems. But if you won't let them make mistakes, they'll never learn to make decisions.

The companies that scale aren't led by people who make perfect decisions. 

They're led by people who make fast ones, course-correct when needed, and trust their team to do the same.

If your calendar is full and your team's is empty, you're not leading. You're hoarding.

Let go of something today. Make the call. Empower the decision.

Your business will move faster than you think.

Acquired & scaled 7 businesses with little or $0 down. | Off-market deal sourcing fanatic. | Helping others do the same.

Hey! Ben here...

I help everyday people buy profitable businesses with little to no money down.

My journey started 6 years ago when I was working 60 hours/week at JP Morgan, dreaming of more time with my family.

Today, I own a portfolio of 6 businesses that generated $7M+ in revenue last year, and I only work 18 hours per week.

The secret?

I discovered how to acquire existing, profitable businesses using creative financing strategies and government-backed loans.

I've used this method to build a portfolio that includes:

• A SaaS company making $150k/year (bought for $5k down)
• An ATM route generating $40k/year (zero money down)
• A financial services company producing $450k/year
• 3 other businesses bringing in steady cash flow

The best part?

I never work more than 20 hours a week.

This gives me the freedom to spend quality time with my wife and three kids while still growing my wealth.

Here's what most people don't realize:

Right now, 10,000 Baby Boomers are retiring every day, many looking to sell their profitable businesses. 

This creates an unprecedented opportunity for those who know how to take advantage of it.

You don't need to start from scratch.
You don't need huge savings.

You just need to know how to structure the right deals.

Want to learn how to buy profitable businesses using other people's money?

📲 DM me "Biz" and I'll show you how.
🤝 Follow me to stick around for more!

Thanks for being here!

Ben Kelly

The only thing better than buying a business...

Is buying one with $0 of your own money.

Most people think wealth comes from working harder.

(It doesn’t)

Wealth comes from owning the right assets.

I discovered this after years of climbing the corporate ladder.

My first business acquisition changed everything.

I invested $5,000 into a software company, and in my first year, I returned $150,000.

That’s when I realized the game-changing truth:

The wealthy don’t trade time for money.
→ They acquire cash-flowing assets using leverage.

Warren Buffett didn’t become a billionaire from a salary.
→ He did it by acquiring ownership in businesses.

Your local millionaire probably isn’t a celebrity or tech founder.
→ They likely own 3-5 “boring” businesses in your community.

My portfolio now includes 8 boring businesses.

Combined annual income: $900,000.
Hours worked weekly: Under 20.

The most valuable lesson I’ve learned:

Stop chasing paychecks.
Start acquiring businesses.

If you want to learn the exact process I used to scale my portfolio to $900k/year...

DM me "Biz" and I'll show you how.

I spent 2 years & $60,000 getting my MBA.

My #1 takeaway?

They’re teaching outdated methods.

& now that my business portfolio is generating $7,000,000+ per year…

Here’s your 2-minute MBA for 2025:

--

1. Stop chasing unicorns, buy cash cows.

Business schools teach:

• Innovation
• Disruption
• Valuation

But in reality? 90% of startups fail.

Meanwhile, boring businesses like HVAC, plumbing, and accounting firms print money year after year.

--

2. Debt isn't the enemy, it's your best friend.

They teach you to avoid debt at all costs.

But smart entrepreneurs use SBA loans to control $1M+ businesses with just 10% down.

The government literally wants you to buy small businesses.

Use their money, not yours.

--

3. The best business plan is buying someone else's.

MBA programs obsess over writing 50-page (hypothetical) business plans.

Skip it.

Get out there and find a 60-year-old with a profitable business who wants to retire.

Their 20+ years of operations are your business plan.

--

4. Time is the only currency that matters.

Business school teaches you to optimize for profit margins and market share.

I optimize for time.

My 8 businesses run without me because I hire great managers that I can trust.

In my book, $850k/year working 20 hours/week beats $200k/year working 60.

--

5. The best customers already exist.

They might teach:

• Market research
• Customer acquisition costs
• Building audiences from scratch

But here's what works:

Buying businesses with existing customers & improving what's already working.

--

6. Your network is your net worth (but not how they teach it).

Business school “networking” is basically just cocktail parties with other students.

But real networking?

It’s finding:

• Investors with capital
• Retiring business owners
• Accountants who audit deals

--

7. The fastest path to wealth is buying it.

They teach you to climb corporate ladders for 20 years to maybe make $300k.

Or you can buy a business making $400k/year profit right now.

The math is simple…

Why build when you can buy?

--

Business school gave me credentials.

Business acquisition gave me freedom.

You don't need the degree to build wealth…

You just need to know where to look.

--

If you want to learn how to build your own portfolio of cash-flowing businesses without the MBA debt…

📲 DM me “Biz” and I'll show you how
🤝 Follow me for more content like this

Thanks for being here!

I hate to break it to you...

But buying a business from a retiring Boomer and hiring a GM will beat 95% of people climbing the corporate ladder.

The best part?

I've done multiple deals like this.

Now I'm exposing my $850k/year blueprint:

–

Step 1: Target retiring boomers.

10,000 Baby Boomers retire every day, & most have no one to hand their business to.

Find owners who:

• Are 55-70 years old
• Have profitable businesses
• Want to retire in 12-24 months

–

Step 2: Focus on boring industries.

Skip the sexy stuff.

I look for:

• Accounting firms
• Laundromats
• Storage
• HVAC
• ATMs
• SaaS

These businesses print cash & aren’t going anywhere.

–

Step 3: Get SBA pre-approved.

The US government WANTS you to buy small businesses.

They'll back up to 90% of the loan.

You'll need:

• 2 years of W-2s or tax returns
• Personal financial statement
• Basic business plan

Have this before making offers.

–

Step 4: Run the numbers.

I only look at businesses with:

• $10k+/month cash flow
• 5+ years operating history
• $500k-$2M purchase price
• Consistent revenue (not declining)

The math has to work from day 1 (if it doesn't cashflow immediately, walk away).

–

Step 5: Structure creative financing.

Here's how I buy with little to $0 down:

• SBA loan covers 90%
• Private investor covers 10%
• Give investor 15% equity in return

They get immediate cash flow, I keep the rest & build equity, it’s a win-win.

–

Step 6: Hire a general manager.

I don't want to buy myself a job.

Before closing, I budget:

• $5-7k/month for a GM (if there isn’t one already)
• Systems documentation
• Training period with seller

The business should run without me full-time there every day (that's the whole point).

–

Step 7: Close & optimize.

The first 90 days are critical.

I focus on:

• Meeting with all employees
• Understanding every system
• Finding quick wins (10-20% improvements)
• Building trust with the team

–

6 years ago…

I was working 60-hour weeks at JP Morgan.

Today?

I work 20 hours/week across 8 businesses that generate $7M+ in revenue.

–

If you want to learn how to buy your first business using this exact strategy...

DM me "Biz" and I'll walk you through it.

If I had $50k sitting in a savings account right now...

Here's exactly how I'd invest it for monthly cash flow:

--

Most people think you need hundreds of thousands in cash to buy a business.

But the truth?

You can buy a cash-flowing business with way less capital than you think.

--

The reality is:

• Banks will loan you 90% (SBA loan)
• Private investors can put up 10%
• You can offer equity in return

That's how you can secure a solid income stream for little to $0 out of pocket.

--

I focus on "boring" businesses:

• HVAC
• ATM Routes
• Accounting Firms
• Waste Management

(They're always cash flow positive with systems that I can improve).

I'll give you my go-to process:

--

1) Pick a recession-proof industry (HVAC, Accounting, Laundromat, etc.)

2) Use a broker (or SMBMarket) to look for businesses that are up for sale.

• 5 years old
• $500k-$1M price
• $10k+/month cash flow

3) Apply for an SBA Loan pre-qualification

4) Bring your tax returns & W2 pay stubs

5) Explain which business you want to acquire and why you are buying it.

6) Hire an accountant to analyze the financials of the business you're looking at.

7) Look for consistent, increasing revenue

8) Talk to sellers (see why they're selling)

9) Make an offer between 2-4x SDE (cash flow)

Example:
↳ If the seller took home $400k last year, you should make an offer of $800k-$1.2M.

10) Use your SBA loan to finance 90%

11) Find an investor who'll give you the last 10% (give them 15% equity in return)

& there you have it.

You bought a business with $0.

--

If you're looking for a real path to ownership that doesn't require you to quit your job or drain your savings, this is it.

Simple. Repeatable. Proven.

DM me “Biz” and I’ll show you how to get started.

If you want to quit your job & replace it with a boring income stream...

Here’s a full blueprint to make $10k/month by the end of 2026:

--

First, let's get real about quitting your job.

You can't just walk away without a plan.

But here's what you CAN do:

Buy one boring business that generates $10k/month while working 15-20 hours per week.

It all comes down to simple execution:

--

Step 1: Find businesses to buy.

Go to SMBmarket and filter for:

• $500k-$1M asking price
• $100k+ annual cash flow
• Service-based businesses

Make a list of 20-30 businesses that fit this criteria.

--

Step 2: Contact sellers & evaluate deals.

The goal is to set up meetings to find out:

• Their reason for selling
• Current team and operations
• Real financials (3 years tax returns)

Hire a CPA to analyze the numbers.

Look for businesses with employees already in place.

--

Step 3: Structure the financing.

Here's how you buy a business with minimal cash down:

• SBA loan covers 80-90% of the price
• Seller financing covers 5-10%
• You cover 5% even potentially bringing $0 to closing

The SBA loan is the key that unlocks everything.

--

Step 4: Complete due diligence.

Spend 30-45 days reviewing:

• 3 years of tax returns
• Customer concentration
• Employee contracts & systems
• Equipment condition & lease agreements

This protects you from buying someone else's problem.

--

Step 5: Close the deal & transition.

The first 90 days are critical.

Focus on:

• Finding quick wins
• Building trust with staff
• Meeting with all employees
• Understanding all the systems

Don't try to change everything at once.

--

Step 6: Hire a general manager.

I don't want to buy myself a job.

Before closing, I budget:

• $5-7k/month for a GM (if there isn't one already)
• Systems documentation
• Training period with seller

The business should run without you there every day.

--

Step 7: Optimize & scale.

After 6 months, you can:

• Adjust pricing structure
• Streamline payment systems
• Look for your second acquisition
• Improve marketing & online presence

The cash flow from business #1 funds business #2.

--

This isn't a 90-day get-rich scheme.

It's a 12-month system that replaces your salary.

If you want the complete framework I used to go from JP Morgan to 8 businesses generating $850k/year...

DM me "Blueprint" and I'll send you the details.

Everyone should learn how to buy a business with little to $0 down.

Why?

Because it's one of the fastest routes to financial freedom.

I discovered this after years of climbing the corporate ladder.

My first acquisition changed everything.

I invested $5,000 into a software company, and in my first year, it returned $100,000+

That’s when I realized:

The wealthy don’t trade time for money.
→ They acquire cash-flowing assets using leverage.

Warren Buffett didn’t become a billionaire from a salary.
→ He did it by acquiring ownership in businesses.

Your local millionaire probably isn’t a celebrity or tech founder.
→ They likely own a “boring” businesses in your community.

My portfolio now includes 8 boring businesses.

Combined annual income: $850,000
Hours worked weekly: ~20

The most valuable lesson I’ve learned?

Stop chasing paychecks...

Start acquiring businesses.

--

If you want to learn the exact strategy I've used to build a $850k/year income stream...

📲 DM me "Biz" and I'll show you how.

Buying businesses changed my life:

• I quit my 9-5 forever
• I get paid $850k every year
• I can travel the world with my kids

If you want to buy your first business in 2026...

Here's my full beginner blueprint:

--

Before I give you the steps…

It’s essential that you understand WHY this opportunity exists right now.

10,000 Baby Boomers retire every single day.

They've spent 20, 30, sometimes 40 years building profitable small businesses.

& most of their kids don't want them.

So what happens when a Boomer wants to retire but has no one to take over?

They sell.

Often at a fair price, with flexible terms, to someone willing to keep their legacy alive.

--

Step 1: Pick a boring, recession-proof industry.

I'm talking about businesses people need no matter what the economy is doing:

• HVAC
• Plumbing
• Accounting
• Laundromats

--

Step 2: Find businesses for sale.

Go to SMBmarket(.)com and start browsing daily.

What you're looking for:

• 5+ years in operation
• $500k–$1M asking price
• $10k+/month in cash flow
• Ideally owned by a Boomer

--

Step 3: Talk to the seller.

Once you find something promising, get on the phone.

1. Ask them why they're selling.
2. Ask for 3 years of financial statements (tax returns, profit & loss).

You're looking for consistent revenue and clean books.

If they can't produce that, walk away.

--

Step 4: Get pre-approved for an SBA loan.

The Small Business Administration (SBA) backs loans that let you finance up to 90% of a business purchase.

It's a government-backed loan designed to help people buy small businesses.

Go to a lender like Live Oak Bank, Byline Bank, or Truliant.

Bring your last 3 years of tax returns, W-2s, and a personal financial statement.

--

Step 5: Run the numbers.

Hire a CPA to look at the financials.

You want to see:

• Healthy profit margins
• No major inconsistencies
• Stable and growing revenue

If the business doesn't cash flow after debt payments, it’s time to move on.

--

Step 6: Make your offer.

Look at the seller's yearly earnings.

Take the average of the last 3 years and multiply it by 2x–4x (deal dependent).

Example: Business earns $200k/year → you offer $400k–$800k.

Then you negotiate from there.

--

Step 7: Structure the deal with creative financing.

Here's how I would buy businesses with little to $0 out of my own pocket:

• SBA loan covers 90%
• Private investor covers the 10%
• Give that investor 15% equity in return

They get immediate cash flow.

I keep the rest and build equity.

--

Step 8: Close & hire a general manager.

Once the deal closes, you don't have to run the day-to-day yourself.

The business already has employees and systems.

Keep the existing team in place, hire a GM to oversee operations, and step into an ownership role.

This is how I manage 7 businesses and only work about 20 hours a week.

--

If you want to learn exactly how to buy your first business for little to $0 down...

DM me "Biz" and I'll show you how.

I found the most boring way to make $100k/year.

(I'm 35, making $79k a month)

How?

Boring businesses.

Here's exactly how to copy me:

--

Step 1: Find a business that's already making money.

Go to SMBmarket(.)com and search for businesses with $10k+/month in cash flow.

Look for boring industries:

• Laundromats
• Accounting firms
• Pool cleaning services

--

Step 2: Let the Boomers come to you.

Millions of business owners are retiring right now and need someone to take over.

• High motivation to sell
• Most have zero succession plan
• Existing customers, employees, & systems

You're not building from scratch.

You're buying something that works.

--

Step 3: Get the government to back your deal.

Apply for an SBA loan through a lender like Live Oak, Byline, or Truliant.

The SBA will back up to 90% of the purchase price.

You'll need your last 2-3 years of tax returns and a personal financial statement.

The bank wants to see you're a safe bet.

--

Step 4: Structure it so you pay little to $0 out of pocket.

Here's the formula:

• SBA loan covers 90%
• Seller financing or a private investor covers the remaining 10%

If you use an investor, give them 10-15% equity.

--

Step 5: Hire a GM and step back.

You don't need to run day-to-day operations.

A solid general manager costs $50-70k/year and handles everything while you oversee the big picture.

This is how I manage 8 businesses in about 20 hours a week.

--

Step 6: Scale like crazy.

One boring business can pay you $100k+/year.

But the real play?

Use the cash flow from business #1 to fund business #2. Then #3, #4, #5…

That's when this goes from "side income" to replacing your corporate salary entirely.

--

The beauty of this model:

No venture capital. No tech skills. No starting from zero.

You're buying businesses that have been profitable for years, backed by government loans, and run by managers.

Set it up right, and you collect cash flow monthly.

--

I own 8 boring businesses that pay me $850k/year.

I bought my first few while I was still working at JP Morgan.

If you want to learn exactly how to buy your first business for little to $0 down…

DM me "Biz" & I'll show you how.

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