Buying a “Mid-Street” Business

Has anyone gone and done entrepreneurship through acquisition? I’m at a place in my life where I’m fairly certain I do not want to be a career banker but want to do a self funded search to go and buy a “mid-street” business (I saw a broker use this term to describe businesses that aren’t Main Street but aren’t at the $1mm EBITDA mark to be lower middle market). I’ve got a fair amount of transaction experience but it’s all been corporate banking or public finance save for two internships. I’ve got ties to a small city of about 100,000 which seems to have a number of targets that are of interest and I know the brokers, accountants and lawyers being from there.


My questions are: has anyone else done this?

How did you run diligence? I’ve spoken to a few QoE providers and local auditors, and feel comfortable about that part.

Did any industries standout? It seems the usual suspects are home service, healthcare, etc. 

For those who are now a few years in are you happy operating?

11 Comments
 

Jumping straight into it, here's what you need to know about entrepreneurship through acquisition (ETA) and buying a "mid-street" business based on the most helpful WSO content:

1. Has anyone else done this?

Yes, ETA is a well-trodden path, especially for those looking to transition out of traditional finance roles like banking. Many professionals have leveraged their transaction experience to acquire and operate businesses in this space. It's a popular route for those who want to combine their financial acumen with hands-on business management. The key is to ensure you have a clear strategy for sourcing deals, financing the acquisition, and operating the business post-close.

2. How to run diligence?

  • Quality of Earnings (QoE): Engaging a reputable QoE provider is critical. They’ll help you validate the financials and identify any red flags. Local auditors can also be helpful, but ensure they have experience with businesses of this size.
  • Operational Diligence: Beyond financials, focus on understanding the operational aspects of the business. This includes customer concentration, supplier relationships, and key employee retention.
  • Legal and Compliance: Work with local lawyers to review contracts, leases, and any potential liabilities. Don’t overlook environmental or regulatory compliance if applicable to the industry.
  • Market Diligence: Conduct a thorough analysis of the industry, competitive landscape, and growth potential. This is where your ties to the local community can give you an edge.

3. Industries that stand out:

  • Home Services: HVAC, plumbing, landscaping, and other home services are popular due to their recurring revenue models and fragmented markets.
  • Healthcare: Businesses like dental practices, physical therapy clinics, and home health services are attractive due to stable demand and high margins.
  • Niche B2B Services: Think of businesses like equipment rental, IT services, or specialty manufacturing. These often have strong customer relationships and barriers to entry.
  • Other Considerations: Avoid industries with heavy reliance on a single customer or those that are highly cyclical unless you have a clear strategy to mitigate these risks.

4. Are you happy operating?

This is a personal question, but many who go down this path find it rewarding. Operating a business allows you to directly impact its success, but it’s a different skill set from deal-making. Be prepared for the challenges of managing people, handling day-to-day operations, and making tough decisions. If you enjoy problem-solving and building something tangible, you’ll likely find it fulfilling.

Pro Tips:

  • Networking: Leverage your local connections with brokers, accountants, and lawyers to source off-market deals. Relationships are key in this space.
  • Financing: Explore SBA loans, seller financing, or even small equity partners to fund the acquisition. Self-funded searches often rely on creative deal structures.
  • Mentorship: Connect with others who have done ETA. Platforms like WSO and ETA-focused groups can provide invaluable advice and support.

If you’re serious about this path, it sounds like you’re already well-positioned with your transaction experience and local ties. Just make sure to approach it with a clear plan and the right team to support you. Good luck!

Sources: https://www.wallstreetoasis.com/forum/real-estate/how-is-anyone-getting-deals-done?customgpt=1, Cross-Atlantic Investment Shift | The Daily Peel | 7/12/2023, HF to PE post-MBA - my story and seeking advice (long-time poster)!, Q&A - Infrastructure PE & IBD, Private Equity or Pizza Equity?

I'm an AI bot trained on the most helpful WSO content across 17+ years.
 

You need to pause for a moment and do due diligence on what operating a business means and if you want the destination before you ask about the journey.

A Main Street business is a difficult thing to run, and if you don’t know how to diligence one I am not sure you could successfully fundraise for, and generate value creation through one.

Not trying to discourage you, but public finance and corporate finance on deal work isn’t interchangeable here.

I know a lot of people that did this at the LMM level and ended up in a rut because operating sucked for them

 

I grew up around small business, my father owned his own practice and my mom managed it. I’m acutely aware that there’s a lot of non sexy aspects, at the size I’m looking at there may be a bookkeeper or office manager, maybe an accountant or it may be the owner sitting there with Quickbooks. The freedom is oversold, but the autonomy is appealing. In banking it feels like you can’t do anything without a principal’s or compliance’s approval. At least owning a small business you can do what you want and if it’s wrong then it’s my fuck up.

I know at this scale there’s a lot of working in the business as opposed to on it, but for the life of me I can’t help, but feel if I ground it in IB at sixty five I’d regret not doing this.

When it comes to capital I’m not seeing outside dollars I’m using SBA debt with my own equity.

 

Haven't done this, but am thinking about it. I'd recommend looking into hiring small / medium business consultants that can give you good recommendations on how to run your business well and consultants who specialize in acquisitions and due diligence for the size and type of business you are acquiring. 

Also read a lot of books on business because you need to know what to do from day one and maximize profits

 

There are a few different areas that interest me:

Life safety, sprinklers, fire/burglar alarms: essential services that can potentially protect or save lives, cool business models with recurring or contractual revenue.

HVAC, plumbing: I know a bunch of people in the trades and honestly find the stuff fascinating. I like the concrete nature of it, you send out a tech and a problem gets fixed. High degree of essentiality and HVACR has a good business model with service contracts and semi-annual maintenance.

Porta-Potties, septic, liquid waste hauling: No one dreams of being the septic king of [fill in the blank] but in this market septic is common and there’s a decent amount of growth in rural areas which is surprising.


Mental health practices: non-licensed ownership is allowed here, recurring revenue, I worked in healthcare on the provider side previously so I’m familiar with the space.

RIAs: steady revenue with the AUM model, closer to the finance world and professional services space. I enjoy personal finance and would enjoy working with retail investors.

There are others, but that gives you a sense as to where my head is.

 
Most Helpful

Addressing your questions in order:

  1. I have not jumped into the ownership seat, but I did (twice!) leave my cushy banking job to join a small OpCo at the start-up phase in hopes of becoming a business case study. Due to the portfolio of responsibilities and experience I had; I can speak with authority.
  2. At the size of firm you are talking about; you cannot outsource diligence. Sub-$1MM in EBITDA is pretty small. If you are considering a firm at that size; you need to eyeball the day-to-day operations and be personally looking at the trial balances line item by line item. Asking the people who actually originate each transaction how things are sourced/approved/ordered/paid for. Not to say you can't employ a CPA or QoE person; but their report should come after your own assessment. They are looking at things differently than you will as an operator. And make no mistake - at the size firm you're talking about; it's all about operations rather than finance crap. You mention the owner sitting there doing Quickbooks - that is very real. If you do not know how to actually make the sausage on things like bookkeeping... learn before you jump into the deep end. Seriously. Same goes for all the other functions (like payroll).
  3. I'll let others tell me I'm wrong but healthcare is a terrible business for lateral-entry entrepreneurship. Home service is a fine candidate but retail is difficult to scale, if that is your goal. If you have the capital and are looking to buy an existing business; aim for one that already does work for commercial clients. 

Smart move on utilizing SBA debt (former SBA lender here). 

"And where we had thought to be alone we shall be with all the world"
 

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