Busy buyer? Learn how a PA, a tech marketer, and a dad of 4 made time for their business search, plus 2 questions to size a search to your real week.
You can’t scale charisma. You can only scale process. 7 lessons from hiring, firing, and leading hundreds of people, plus the brief I use on every hire. The other day I stood in a room with about 50 owners at one of my Growth Accelerator Workshops and asked them one of my favorite questions... “How many of you have ever regretted firing someone?” Almost no hands went up. Shocker. I’ve hired hundreds of people, built a $1B+ investment business, and bought and built dozens of companies doing over $100M in combined revenue. Some of my hires have made me millions, while others have cost me almost as much. I’ve hired people who looked incredible on paper and turned into disasters in practice. I’ve kept people too long, trusted the wrong leaders, and paid a lot of money for lessons I could’ve learned for free. And the data says the gap between getting this right and getting it wrong can be enormous. McKinsey found that high performers are roughly 400% more productive than average performers, and in highly complex roles, the productivity gap can reach 800%. Translation? The right person in the right seat isn’t a little better. They can change the trajectory of the entire business. Here are the 7 keys to making sure you don’t regret your next hire. 1. Never hire a unicorn for a job a donkey should be able to do. I once hired a sales leader who was a a bit of a cowboy. Charismatic, confident, and freaking terrible at building a repeatable sales process. He didn’t want scripts, SOPs, or any type of written record of how he did what he did. No. He just wanted to sell HIS way. I call this the Golf Course Sales Guy. In a business with massive customer lifetime value, where a handful of relationships carry the whole year, he can be incredible. But put him in a high-volume sales business and he’ll tank your revenue. That hire cost us hundreds of thousands in comp and probably millions in lost sales. Here’s what I learned: You can’t
You can’t scale charisma. You can only scale process. 7 lessons from hiring, firing, and leading hundreds of people, plus the brief I use on every hire.
Meet the 4 service business owners who won Bizee Builder Grants at Codie’s book launch, and what their fresh starts can teach you. Meet the winners. On September 18, Codie went live in front of about 200,000 people to launch her new book, Own or Be Owned . During the event, in partnership with Bizee, she gave away 4 Bizee Builder Grants of $25,000 each. And while giving away business grants usually attracts people who like to use the word “disruptive” in their dating profile bios, you know we don’t march to Big Tech’s drum... The 4 winners were hard-working service business owners who embody the Contrarian ethos to a T. A junk hauler in Shasta County, an electrician pouring epoxy floors in Fresno, a beignet guy in New York, and 2 brothers washing towels in Austin. While we wish everyone who showed up could’ve won a grant, we’re excited to see how these 4 use their capital to grow. And hopefully, you can learn something from their stories. And if you’re not sure where to start, Bizee built something for you. It’s called Your Next 30 Days as a Business Owner , a FREE guide built on Codie’s exact playbook. Whether you want to buy your first business, start something new, or grow your current business, this guide gives you your next steps. Just fill in your worksheets, map your month: one action a week, with consistent check-ins to keep you on track. Every owner you’ll read about today started somewhere less than ideal. A speed bag on a skateboard, a broken-down excavator, or towels in their mom’s carport. You don’t have to have it all together. Just start where you are. 👉 Get your FREE 30-day guide HERE 1. Show up when it’s raining Dave’s first pandemic business idea? A boxing speed bag mounted on a skateboard. “Probably the worst fitness product invented in the 21st century,” he said. Before his poorly planned wellness venture, Dave worked fine dining at The Standard Grill and spent about 5 years in
Meet the 4 service business owners who won Bizee Builder Grants at Codie’s book launch, and what their fresh starts can teach you.
Your team nodded in the meeting, then dropped the ball. Here’s why, and the 4 levels every leader has to move people through before they execute. Why People Don’t Do What You Ask Here’s a scene almost every founder has experienced. You walk into the Monday meeting. You explain the priority, why it matters, who owns it and when it’s due. Everyone smiles and nods along. Beautiful. Then Friday arrives, and... crickets. Or worse, you get something, but it’s nowhere close to what you asked for. You wanted a simple dashboard with the 5 numbers that run the business. They built a 47-tab spreadsheet that takes a black belt in finance to understand. You stare at it and think: did anyone listen to me? So you repeat yourself, louder this time. MORE! More Slack messages, more meetings, more check-ins, and a Google Doc titled FINAL_FINAL_V7_USE_THIS_ONE. Here’s the hard truth, and I’m gonna hold your hand while I say this: Your people probably aren’t the problem. Your leadership is. Telling someone to do something isn’t leadership. Let’s get your big beautiful brain clear on the difference. The Leadership Translation Gap Someone has to move through 4 levels before they consistently do what you ask: They heard it. They get it. They believe it. They win from it. Most leaders stop at level 1. They said the words, so they assume the team understands the mission, agrees with the strategy, and wants to execute it. But you know what they say about assuming, right? That’s like only texting someone an address and expecting they’ll show up on time wearing the right outfit. To what? Why? What if they don’t want to? Talking at someone is not the same as communicating. Communication is whatever the other person can repeat, prioritize and execute when you’re not around. Here’s where you lose people. Level 1: They Heard It You told them. Congrats! You’ve achieved awareness. Calm down though. It’s the lowest level there is. Sitting in your
Your team nodded in the meeting, then dropped the ball. Here’s why, and the 4 levels every leader has to move people through before they execute.
4 owners found their biggest growth move hiding in plain sight. Here’s the lesson each one took, from bank statements to customer lists. “Whoa, this actually really fits what we already know how to do.” Most people go looking far and wide for their next big opportunity. They’ll spend hours researching a hotter industry or listening to whatever strategy the newest marketing guru swears by on a podcast. But the owners who make real moves usually find it closer to home. I can’t tell you how many times we’ve been able to help an owner scale by taking a second look at their bank statements, customer lists, or businesses they’ve already written off. In fact, there’s usually a pattern connecting some of the biggest breakthroughs we’ve seen in the Academy and Boardroom. Let’s see if you can find it for yourself... 1. Build your deal box around YOU, not an industry Tihana and her husband both work remotely for a fitness company, but they knew they wanted to own something for themselves. That’s when they found us. When they started searching, their deal box (the criteria every deal has to clear) began with an industry: pet businesses. Grooming, boarding, anything in that world. The trouble was, those deals barely showed up. And when they did, they moved fast and often went to PE at prices they couldn’t swing. Then a mobile swim school in Los Angeles came across their screen. It failed the box on sight. Wrong industry, slightly below the revenue target. A few weeks later, they did something most people don’t. They took another look. And this time they ran it against a different question: what are we already good at? She and her husband spend their workdays managing independent contractors remotely, and the swim school ran on independent contractors, managed remotely. “Whoa, this actually really fits what we already know how to do.” The schedule fit too. The business does the most revenue in the warm months and
4 owners found their biggest growth move hiding in plain sight. Here’s the lesson each one took, from bank statements to customer lists.
7 hard-earned lessons from building businesses: why boring beats shiny, why WHO mistakes cost more than HOW mistakes, and why a bigger job is still a job. Most people only see the highlight reel: They see I helped build an investment business at First Trust that grew past $1 billion in assets under management, and that I’ve bought and built dozens of businesses doing over $100 million in combined revenue. They know I also grew Contrarian Thinking from a single newsletter into one of the largest business advisory and media companies out there. And that along the way, we built Contrarian Academy into the largest acquisitions platform and BizScout into the second-largest marketplace for buying and selling businesses. But what people don’t see is that I’ve also lost millions on bad deals, hired the wrong people, and made more mistakes than I’d like to admit... So I put together the 7 biggest lessons I learned from building businesses from $0 to 9 figures. Steal my homework, learn from my mistakes, and level up your business. 1. THE BEST OPPORTUNITIES ARE THE ONES NOBODY WANTS Early in my career, First Trust handed me an assignment to build an investment business in Latin America. I know it sounds great on paper, but one of the only reasons I got the job was because no one else would take it. I didn’t live there and I didn’t have a network there, so honestly, I was terrified of failing. But I cowboyed up, went to South America, and was able to 10X the business through joint ventures and acquisitions until we passed $1 billion in assets under management. While it was scary, that experience taught me something I’ve never forgotten: Chaos creates compensation. When everybody wants something, competition eats the opportunity. On the flip side, when nobody wants it, the math starts getting interesting. Which is why years later, while everyone was hunting for the next Uber, I was looking at washing machines. So before you chase
7 hard-earned lessons from building businesses: why boring beats shiny, why WHO mistakes cost more than HOW mistakes, and why a bigger job is still a job.
How a Tech Veteran Who Waited 20 Years for His Shot Bought 2 Laundromats “I definitely don’t want to build something from scratch. I’ve been there, done that.” Meet Vishal Parihar. Vishal landed in the US in 2003 with a master’s program ahead of him and one goal: own a business. But years of paperwork stood between him and that dream. So he built for other people first. In 2008, Y Combinator rejected his startup. He spent close to 2 years building someone else’s tech company instead. The product worked, but the customers didn’t “get” it. So growth stalled out. In 2018, he joined another startup after its Series A and climbed to director of platform. Right around then, the board shut the whole company down. Then came 6 years at SAP, managing data engineering teams. In 2023, his citizenship came through, and he knew it was time to do something with it. “I’ve been waiting for this moment for a while,” he says. “How do I use this?” He found Codie’s shorts, read Main Street Millionaire, and joined Contrarian Academy on June 1, 2025. The book made him hungry for his own piece of Main Street. The numbers scared him, though. After all, in a world without guarantees, how do you know a business is worth the price? So he did the work. Deal reviews, questions in the community, and attending calls. It paid off. On July 23, 2026, he closed on 2 Southern California laundromats with 160 machines between them. Here’s how he got there. 1. Read the broker’s silence Vishal narrowed his search to laundromats and self storage. After years of building teams, he wanted a business that could run without him standing in it all day. By November 2025, he had an LOI accepted on a Southern California laundromat. Then the broker cut him off. Too many questions for a laundromat, he said. “This is my first business,” Vishal says. “I can’t just not ask questions.” We’re
How a Tech Veteran Who Waited 20 Years for His Shot Bought 2 Laundromats
Price objections are story problems. See how Mark Cuban reframed Mavericks tickets, plus a 3-part audit to uncover why your customers really buy. Your customer isn't buying your product. At least, they're not just buying your product. They're buying the story they tell themselves about the money they're about to spend. If you miss that story, you become the cheapest option in a race to zero. But when you find it, price becomes almost irrelevant. Think about the last thing you overpaid for and felt great about. The anniversary dinner, the stroller with better suspension than your truck, the vacation to Italy you'd been planning for a year. Do you remember the price tag or how it made you feel? That's a Money Story . Every customer has one, but most businesses never try to find it. How to Sell a Losing Team I've been reading my friend Vanessa Van Edwards' new book, Conversation: How to Connect with Anyone and Make Every Interaction Count . She’s a behavioral researcher who teaches science backed-people skills in a way that makes it easy to implement in life and business. And one story from her book keeps rattling around my head. In January 2000, Mark Cuban bought a stake in the Dallas Mavericks. Great deal, except for one teeny-tiny detail... The team lost games. All. The. Time. So he'd effectively given himself one of the hardest sales jobs out there: getting fans to buy tickets to watch a team lose. And while he could've hired it out, the Mavericks' new owner walked into the sales bullpen and worked the phones himself. He started with facts, then dug deeper. Tickets to a game cost less than the movies or feeding the family at McDonald's, and they gave you something more than entertainment. Here's what he said, straight from Vanessa's book: He sold them a memory, and suddenly the ticket became a symbol of family bonding. Seemingly overnight, the arena started selling out, and pretty soon tickets were going for
Price objections are story problems. See how Mark Cuban reframed Mavericks tickets, plus a 3-part audit to uncover why your customers really buy.
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How a software engineer with a W-2 job and 4 kids bought an IT business he'd never heard of. Here's what 6 LOIs, 1 partner, and a 52-day close taught him. Meet Christian Christian Riboldi builds software for a living. He’s got a W-2 job, a loving wife, and 4 beautiful kids. The 4th arrived mid-search, which we'll get to. About a year and a half ago, he decided he wanted ownership. So he did something about it and signed up for Main Street Millionaire Live even though he'd never heard of Codie. Christian was just hungry for knowledge and saw an event about buying businesses. He joined the Academy at the end of it, tore through the course in a couple of weeks, and fired off his first LOI almost immediately. After becoming an Academy ambassador and getting his reps in, he closed on a managed IT services business back in July. Here's everything that happened in between, and what you can use in your own search. 1. LOIs are like reps Christian's first LOI? A $5M deal with roughly $1M in SDE. "I was like, this would be so sweet, and we'll figure out how to fund it later." The sellers wanted a multiple well above the 3 to 4x range we teach, so while this deal died, Christian kept the education. "Every single time I put in an LOI, I learned a whole lot about myself [and] what I even consider to be a good deal." He submitted 5 LOIs over the course of the next year and change, and finally, the 6th one went all the way. The lesson: Your first LOI teaches you more than your first 10 hours of research. Put in the reps early , because while it feels scary, each one gets you closer to where you want to be. 2. Tell people what you're hunting A fellow Academy member had just closed on their own business when they sent Christian a listing with a note: you should buy one of these. It was managed IT support for small businesses. Funny enough, Christian writes software for a living and had never heard of the industry. Turns out it was a great Frontpoint IT IT Services Closed a $1.2M managed IT business in 52 days while keeping his W-2 job
How a software engineer with a W-2 job and 4 kids bought an IT business he'd never heard of. Here's what 6 LOIs, 1 partner, and a 52-day close taught him.
Learn why consuming endless business content can feel productive without creating real progress, and how turning knowledge into action can actually grow your business. It's 6:40 a.m. You're 2 episodes deep on a podcast about hiring A-players, 1.5x speed, coffee in the cupholder. And you're driving to a business where you still make all the sales calls. Somewhere in your notes app sits a list of 40 ideas from shows like mine, but you've only tried executing 1 and a half... Look, no judgment. You've got plenty of company. 58% of Americans now listen to podcasts monthly and 45% listen weekly, both record highs according to Edison Research's Infinite Dial 2026. That weekly number works out to 130 million people. When you tack on the YouTube breakdowns, the audiobooks at 2x, the threads you saved "for later," and yes, this newsletter: you've never had more access to information. And yet most businesses look exactly the same as they did last year, yours (probably) included. Quick warning before we go further. If you're here for a pep talk, you're reading the wrong newsletter. There's a mirror waiting at the end of this email, and it doesn't do flattering angles. The Age of Mental Masturbation Here's the uncomfortable truth. Consuming business content feels like working on your business. Your brain gets the hit, and you screenshot another inspirational quote for later. Then Monday shows up and you run the same plays you ran last Monday. So let's call it what it is (sorry, Mom): mental masturbation. The feeling of progress, without the actual progress. Feels great. Does nothing. In fact, Stanford professors Jeffrey Pfeffer and Robert Sutton wrote a whole book on this in 2000 called The Knowing-Doing Gap. Their finding: companies rarely stall because they don't know what to do. They stall because they never turn what they know into action. 26 years later, most of the knowledge is free. You can have the best operators on earth in your ears on
Learn why consuming endless business content can feel productive without creating real progress, and how turning knowledge into action can actually grow your business.
Laid off from tech, Krista bought a flower shop inside an old airplane factory. Here are 5 lessons from her search you can use to find your own business. “Wait for the glass slipper. It will come.” Meet Krista. Krista Sohmer owns Poppy and Pine, a flower and retail shop outside Denver. The shop sits inside a marketplace built in an old airplane manufacturing warehouse. Big space, lots of foot traffic, and flowers where the fuselages used to be. Krista has spent over 12 years in tech marketing, and for most of that time, it felt stable. Then she watched friends get laid off one after the other over the last 5 years. It eventually hit her too. “And I went through a layoff at my last company and that really shook me. And so being an owner, it feels like I am more stable in a sense of like, well, it's not replacing my salary. It's at least a little bit of something that I can control more I can fall back on.” A few friends started talking about buying businesses, and she got curious. So on her birthday weekend, she gave herself a gift: a ticket to one of Codie's virtual events. Something clicked. She joined the community, took the group calls, built a deal box, and started showing up to meetings. Then she gave herself a year to find the right business. Some months, she made peace with missing that deadline. She evaluated “everything under the sun,” and sent 4 or 5 LOIs. She went down the franchise rabbit hole and climbed back out, finally closing on Poppy and Pine, her flower shop, on July 1st of this year. Here's what she learned along the way. FREE EVENT Krista built her deal box, wrote her LOIs, and worked through diligence with the Contrarian Academy community in her corner. And it all started with a free event... Here's what you'll walk away with when you join in: How to buy the right business for you. Your 1st deal or your 10th, the right business fits your schedule and your goals. We'll show you how to spot the fit Poppy and Pine Retail Floristry Bought an absentee-run flower shop after a corporate layoff, then rebuilt its marketing from scratch
Laid off from tech, Krista bought a flower shop inside an old airplane factory. Here are 5 lessons from her search you can use to find your own business.
Most of the top 1%'s income gains since 1985 came from Main Street businesses, not tech. Take the 5-question test to see if you're your own bottleneck. The Millionaire Next Door You’ve probably shaken hands with a multimillionaire without knowing it. America mints about 1,200 new millionaires every day, and some wild new statistics in Owen Zidar and Eric Zwick’s new book, The Everywhere Millionaire, show they aren’t tech moguls or private equity suits. Far from it. There are about 3 million “stealthy wealthy” whose average net worth lands around $25 million. Meaning, for every 1 name on the Forbes list, there are 4,000+ private owners worth $10 million or more. And they don’t own fancy AI apps. They own law firms, car dealerships, medical practices, commercial contracting companies, and regional restaurant chains. All that ownership adds up to 13X more wealth than the Forbes 400 combined. After spending more than a decade inside anonymized Treasury and IRS records, Zidar and Zwick found that more than half the rise in the top 1% income share since 1985 ran through pass-through businesses. 5.8 of 10.5 percentage points. Zidar says economists spent 40 years studying "a few redwoods in Silicon Valley" and never saw "the vast forest of American entrepreneurs." These aren't giant empires either. Owners in the top 1% run businesses averaging $3.7 million in sales with 28 employees. That’s a 12-truck HVAC company or 3 dental offices and a good office manager. The exact kind of businesses that show up on a site like BizScout every week. You’re standing in the forest right now, and you don’t even see it! If you’re reading this, you know I talk about this all the time. You don’t have to be the next big startup founder to build real wealth, because there’s plenty of money on Main Street. And Zidar and Zwick’s findings prove it. They also found something else I think you should know. But I’ll get to that in a sec. Hot Dog
Most of the top 1%'s income gains since 1985 came from Main Street businesses, not tech. Take the 5-question test to see if you're your own bottleneck.
A former Cirque du Soleil coach spent 2 years fighting zoning to build a micro resort. Then he bought one instead. 5 lessons from his glamping deal. "It wasn't my intention to buy a micro resort. But it just sort of happened." Meet Beau. Beau spent 10 years coaching for Cirque du Soleil. Quidam. Totem. He even helped build Drawn to Life, the Disney collaboration down in Orlando. Then in December 2023 he moved to Austin and did something completely different. He opened a school. NextGen Academy is an Alpha sister school built from the ground up by a guy with zero background in children’s education. "I come from a coaching background," he told us. "(So I...) built the plane as I flew it." He still runs that school full time, so everything you're about to read happens after he clocks out. For his 5-9, Beau and his partners own and manage short term rentals across 3 markets. They started during the pandemic and self-funded every single deal. 10 acres in Tennessee, 22 in New York. The plan was always to build micro resorts on it, but the permitting and zoning process had other ideas. So in June 2025 he joined the Contrarian Academy, looking for a business to support the rental operation. On July 31, he closed on something else entirely. 5 tiny cabins in a national forest in Texas, about 90 minutes from a major city, purchased for just shy of $2M. Here's how he got there. TOGETHER WITH ASK DOLLY You do everything right. You take the raise, you max the 401k, and you skip upgrading your SUV. But you don’t feel like you’re making any real progress... Part of the reason is that no one ever taught you how to pay attention to your money. That’s what Ask Dolly is for. Ask Dolly is the difference between staring at your accounts and actually knowing what to do next. It's not just showing you numbers, it's helping you decide. Our friend Vivian Tu built Your Rich BFF into a 10-million-follower operation by making money make sense Stay in Babia Glamping Bought a $2M glamping resort in 8 months after joining the Contrarian Academy
A former Cirque du Soleil coach spent 2 years fighting zoning to build a micro resort. Then he bought one instead. 5 lessons from his glamping deal.
Michael Jordan won 6 titles by giving up the ball, then ran his team into the ground. Take the free Owner Score and find out what's capping your business. For years I flew to Santiago, Chile, every single week. 11 hours in an aluminum tube, rocking through night and cloud. I made that trip more than 100 times. I liked Chile fine. What kept me going back was a belief that I had to be there, that deals would die without the magic trick of me shaking hands in the room. One of those flights landed on my birthday. Delayed 4 hours. The terminal hummed with that fluorescent fatigue, everyone around me scrolling and sleeping and living, and I drank too much cheap airport wine and started crying. Not the big kind. The quiet kind, where your face is already wet before you notice it's happening. A stewardess asked if I was okay. She was kind about it, which somehow made it worse. How do you explain to a stranger that you're weeping because of the life you built with your own hands? Somewhere over the Andes, between night and landing, it finally hit me. I hadn't built a business. I'd built a pedestal I couldn't jump off of. Here's the part that still stings. That company has run for the last 8 years without me, and my #2 handles it. Every flight I took, every birthday I missed, every time I told myself they need me there, the business was proving me wrong. I just refused to listen. Why I wrote a second book Main Street Millionaire was about getting into the game. Own or Be Owned is about winning it. And I didn't write it from a mountaintop with a cigar, slowly plugging away at a typewriter. No. I wrote this because I needed it. I was running 3 jobs inside a company I'd built to set me free, and it was destroying me. If that sounds uncomfortably familiar, good, because the book is intended to fix exactly that. This particular trap has nothing to do with laziness. Unfortunately though, everything that got you where you are stops
Michael Jordan won 6 titles by giving up the ball, then ran his team into the ground. Take the free Owner Score and find out what's capping your business.
Why your ROAS is lying to you, how the Ad Trap starts by rewarding you, and the 3 numbers that tell you whether you own your demand or only rent it. So I posted this about a week ago: And the internet exploded. (God forbid a woman have a hot take. 🤣) Look, sometimes I like to be a little hyperbolic to get a conversation started. Fair point by the trolls. And sometimes that conversation turns into a shouting match in the comments. Marketing agencies came after me like I'd kidnapped their families. Ad buyers called it naive, along with some other choice words. Someone informed me I'd clearly never scaled anything real. LOL. Here's what's funny about that: marketers make money when you run paid ads. Their business model relies on you spending as much as possible, because most agencies get paid a cut. Most marketers obsess over ROAS instead of profit. Most salespeople care about top line, not profit. I've even heard media buyers brag about budgets the same way other people brag about horsepower. Pretty much everyone arguing with me had a financial reason to. And I get it. Advertising is their job. From their perspective, as long as the ROAS works, everybody's happy. Which is why I devoted a whole chapter to advertising in my new book. In Own or Be Owned, this idea has a name: Promote. It's 1 of the 12 Profit Levers, and done right it builds an asset that accelerates your growth. Get it wrong and you'll be paying Meta more rent every year for less return. Which brings me to the $10 million business we told to turn off every ad. A Method to the Madness Imagine throwing $200,000 a month into Facebook and Google. That's more than most people make in a year. For the company we were looking at, that was just the cost of doing business. Their ads drove phone calls. Calls turned into appointments. Appointments turned into revenue. Nothing wrong with that. At $10 million a year in revenue and 70% margins, there were no red
Why your ROAS is lying to you, how the Ad Trap starts by rewarding you, and the 3 numbers that tell you whether you own your demand or only rent it.
Brian Barnett was a hospital PA with zero business experience. Here's how he found a senior home care company, won over the broker, and closed the deal. Meet Brian Brian Barnett is a physician assistant, who just acquired a senior care business in Florida. His story is one of following the process, being flexible, and working his butt off. Exactly the kind of person we love working with at Contrarian Thinking. And based on our interview, we’ve got no doubt he’s going to scale his business and keep growing. The only question is how big does he want to go? While he recently moved down to sunny Stuart, Florida to keep an eye on his new business, he doesn’t plan on living there forever. His family is up in New York, and he wants to return to his day job there once everything is running smoothly. And that’s something people miss: you don’t have to hate your job to want to become an owner and scale a business. You also don’t have to sacrifice your life to run and scale a business. (In fact, building a business so good it runs without you is kinda our thing...) What pulled him toward business buying was a question about his savings, not his career. “Initially it was really more of a financial goal,” he told us. “What do I do with my other money? How do I invest this? The stock market?” Then he started getting our newsletter. Other people’s stories kept landing in his inbox, and one day he decided this whole “buying a business thing” was 100% possible for him too. Ownership started looking less like a pipe dream, and more like an asset class he could control. So he joined the Academy with no idea what he wanted to buy and no business background at all. Then, on August 10, he closed on a senior home care company in Stuart, Florida. Here’s how he got there. 1. The first 8 months didn’t count Brian finished the course and then did what almost everybody does. Not much. “I realistically didn’t spend enough time searching as I Acorn Elder Care Senior Home Care Closed his first acquisition with zero business experience after joining the Contrarian Academy.
Brian Barnett was a hospital PA with zero business experience. Here's how he found a senior home care company, won over the broker, and closed the deal.
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