Tip of the Spear Ventures

A Family Office that behaves like Venture Capital | Private Equity | Business Consulting

Sam Palazzolo, Managing Director

It’s Not a Pitch. It’s a War Room Briefing

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It’s Not a Pitch. It’s a War Room Briefing by Sam Palazzolo

Why capital-raising in 2025 demands wartime strategy—not peacetime storytelling.

Raising capital used to be a performance—slides, stories, and a splash of charisma. But 2025 isn’t buying that anymore. With global conflict looming, interest rates still elevated, and investors retreating into defensive postures, the capital landscape has changed and I would argue is harder than ever (Regardless of how many times you’re planning on saying “AI”).

This shift isn’t just affecting startups—it’s hitting seasoned operators, acquisitive CEOs, and family business leaders alike. Whether you’re raising to fund a roll-up, unlock liquidity, or seize a distressed asset, you’re no longer pitching a dream. You’re making a case for survival, scale, and return in a volatile world.

Today, capital isn’t curious—it’s cautious. Which means your approach has to evolve.

Capital Is at War—Your Story Should Be, Too

Across family offices, PE firms, and HNW circles, the investor mindset has turned tactical. They’re not looking for bold vision; they’re looking for clear advantages:

  • Operational rigor > Storytelling finesse
  • Cash flow control > Category potential
  • Execution history > Optimism
  • Downside protection > Upside hype

If your deck still opens with a market size chart and a founder bio, you’ve already lost the room.

Investors want clarity—fast. They want to know what you know that the market doesn’t. They want to see the asymmetry. And more importantly, they want to know how this asset performs under pressure.

You’re Not Selling Equity—You’re Transferring Conviction

Raising capital in this environment is not about persuasion. It’s about precision. The best operators aren’t “selling” at all—they’re transferring conviction through numbers, positioning, and preparedness.

Ask yourself:

  • Can I articulate our competitive moat in 90 seconds?
  • Do I demonstrate pricing power and margin control under stress?
  • Have I mapped investor value before pitching my own?

This isn’t storytelling for attention—it’s briefing for alignment. Great capital partners aren’t interested in ideas. They’re interested in inevitabilities.

Pitch Less. Prove More.

What wins capital today is clarity, courage, and crisp control of the levers that matter. If your growth plan doesn’t highlight where you can pull forward cash flow or unlock strategic leverage in Q3—not 3 years from now—it’s noise.

Start treating capital conversations like Command Briefings:

  • What’s the situation?
  • What are the risks?
  • Where’s the opportunity—and why you?
  • How does their money win?

If you can’t answer those questions fluently, you’re not pitch-ready—you’re still rehearsing and have no business wasting the Capital Community’s time.

Closing Thought

In 2025, the winners aren’t the most innovative—they’re the most prepared. Capital will always find clarity. It’s your job to deliver it.

Whether you’re mid-deal, preparing to raise, or wondering why capital keeps ghosting you, this much is certain: The peacetime pitch is dead. The war room briefing is the new standard.

Sam Palazzolo
Real Strategies. Real Results.

P.S. – Want to pressure-test your capital readiness?
I built a 5-question diagnostic to cut through the noise:
Take the Catalyst Audit →
It’s free, fast, and built for operators who are done guessing.

KEY TAKEAWAYS

  • Clarity is your currency | In 2025’s market, investors don’t want storytelling—they want situational awareness and precision. Your job is to deliver a fast, confident, data-backed briefing.
  • You’re not pitching, you’re transferring conviction | Capital is earned when investors believe you understand the risks, the levers, and the outcomes better than they do.
  • Operational discipline is the new charisma | Investors prioritize cash flow, pricing power, and margin control over big visions or energetic founders.
  • Smart money is tactical, not curious | Family offices, PE, and HNW investors are scrutinizing geopolitical risk, inflationary pressure, and execution risk—your strategy must align.
  • Your pitch is now a war room briefing | Capital allocators expect a clear, executive-level explanation of what the opportunity is, where the landmines are, and how their capital is shielded and scaled.
  • Avoid persuasion theater—deliver investor logic | Focus on asymmetric upside, risk mitigation, and credible execution pathways—not just enthusiasm or slides.
  • Great capital partners don’t fund noise | They fund inevitabilities. Your strategy must feel inevitable—and your leadership must prove it.

Healthcare CX Transformation: A Broke System Creating Broken Hearts/Dreams

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I’ve spent the last month in/out of some of the country’s largest (best?) healthcare systems. Not as a consultant or venture capitalist working on a healthcare cx transformation, but as a patient. Here is a summary of my customer experience: Regardless of the hospital size, location, and reputation all I can say is, “Come on healthcare… You’ve got to do better than this!” The modern healthcare system is broken, and at the frayed end of the whip is the customer (or patient and their family/loved ones). There is a tremendous lack of patient engagement highlighting the importance and benefits of an omnichannel consumer experience, especially in light of providers and payers (insurance) struggling to communicate with care, compassion, and ethics.

Without Your Health, What Do You Have?

I’ve seen it throughout my professional career/personal life… Those that seemed to put off til tomorrow what they could have been doing today in the hope that they would be in a better position to live the life of their dreams. Of course, some made it happen while others didn’t for a variety of reasons (i.e., poor business decisions, market conditions, etc.) But there is one group that never achieves that nirvana dream life, those that have poor health.

One of my mentors shared with me early on in my professional career, “Just remember Sam… Without your health, you’ve got nothing!” It was meant to be a sobering reminder to take good care of myself (body and mind). But as a freshly minted-MBA graduate with the world as my oyster, I can honestly say that their message rang hollow and didn’t resonate (I instead adopted a “Work hard, play hard” philosophy!)

If it sucks to grow old, and age is the one facet of life you can count on doing (you can/should rule out getting hit by a bus to stop the aging process), then we’re all going to advance in years. Along with those advancing years comes a myriad of opportunities/problems/struggles. And unable to escape the gravitational pull of aging years and health issues, I found myself in/out of several hospitals for nearly all of the last month.

Maybe It’s Just Me, Maybe It’s COVID-19, or Maybe It’s Broken Healthcare!

Healthcare that is of high quality no longer is available in traditional clinical settings and the spread of the pandemic has intensified the shift in healthcare delivery. As healthcare services shift away from the hospital and doctors offices, it’s more vital than ever before to get healthcare consumers involved and build the healthcare experience from that of the customer, or patient. This is not just about better engagement strategies, but also a major improvement in the healthcare customer experience (CX) which has been in a rut in comparison to other industries’ CX (more on this in a minute). As a patient, I struggled with attempting to identify “How can payers and providers enhance the CX and get people involved in their own health right now?” (and apparently so did they!)

Healthcare can draw lessons from methods of engagement for consumers employed by other industries. If you’re like me, you’ve probably seen how fitness, entertainment and other industries demonstrate the way that omnichannel experiences can lead to greater engagement. Digital experiences let companies engage with customers more frequently and in greater depth, not every day or even twice a year, as is the case in healthcare.

In extending the frequency of interactions with consumers to weekly or monthly with omnichannel engagement strategies healthcare providers and payers can offer guidance, education and preventive services that support the business goals and improve health outcomes.

The Consumer Experience in Healthcare Reimagined

The current healthcare CX is not designed specifically for consumers, patients, or their families. The majority of healthy consumers are only engaged a few times per year, and the payers and providers naturally interact more frequently with people with chronic illnesses and/or require immediate treatment. Healthcare systems for consumers are difficult to navigate and the experience is sporadic and confusing (understatement!), with a variety of options and unreliable user interfaces (even face-to-face).

So, what do I want from my healthcare experience? I don’t think I’m alone when I share that healthcare customers want a modern/easy experience, with a central location to get access to the information, navigate and pay for healthcare in a manner that’s customized, digital and always available. Afterall, other industries utilize platforms to provide a consumer-focused and omnichannel experiences for their users, so why not healthcare? These platforms make use of information to orchestrate and create customized user experiences. Consider how Netflix utilizes your history of streaming to suggest content regardless of what device you’re using.

Why Is The Long Road To Recovery So Long?

I find myself healing, perpetually exhausted, and all the while swimming through the seemingly unending stream of bills coming my way. A process that I’m pretty confident has been elongated by healthcare payers and providers. If I sound frustrated, it’s because I am. If I sound optimistic, I am not. I’m left with a continuous thought of, “Come on Healthcare… You’ve got to do better than this!”

Sam Palazzolo, Managing Director @ Tip of the Spear

The Language of Business Transformation Leaders

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The Point: You know you need to change, and developing the strategic plan for business transformation is part of the process. At Tip of the Spear Ventures’ consulting firm, the Zeroing Agency, we’ve spent thousands of hours with clients building their business transformation case. But there is an often overlooked aspect to the process — How and what you will say it! So in this post, we’ll explore the language of business transformation leaders… Enjoy!

language of business transformation leaders

Language of Business Transformation

Language of Business Transformation Leaders allows them to share key business outcomes in a clear and compelling manner. Transformative communication is a powerful tool for business executives to facilitate cultural and business change. It can be used for defining a vision, creating a mission statement, and crafting company direction. This facilitates the sharing of strategic objectives and related actions for improving organizational performance. It also empowers business executives with information regarding risks and opportunities for improving business impact and profitability.

The development of transformational language needs to take into account the organization’s culture and values. It should be flexible enough to meet the evolving organizational context. It should also inspire leaders to consider different ways of thinking and acting. In addition, business executives should be capable of communicating effectively and persuasively within a professional context.

Looking to Transform Your Business?

Download your 37 page | 128 question Business Transformation Self-Assessment Workbook!

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A Transformational Approach for Business Transformation Leaders

A Transformational Approach is necessary for business leaders to consider different business models and explore different ways of implementing change. It helps them identify business opportunities and evaluate alternatives. It leads business leaders to evaluate their own behaviors and effectiveness in achieving desired business results. It encourages them to develop new skills, enhance their emotional intelligence, and build new networks.

The primary goal of transforming a business is business success. The second goal is avoiding business failure. Transformational language allows business leaders to recognize the difference between the desired business outcome and the possible circumstances that may otherwise arise.

The Language of Transformational Marketing

The language of business transformation helps business leaders think about and act on different business scenarios. The goal of transforming business is to bring about organizational excellence. It also involves creating business solutions and policies to deal with problems of the business environment. To achieve business success, transformational leaders should be able to make the right decisions.

The Mechanics of Transformational Thinking

Transformational thinking can help leaders create the right decision. If a decision does not work out, it should not be continued. Transformational thinking in business therefore helps business managers avoid ineffective actions and select actions that lead to business outcomes. The language of transformational marketing encourages business leaders to be flexible and take corrective action as situations arise. It enables them to overcome obstacles and manage change effectively.

The language of business transformation focuses on the relationships among people within a business. It helps business managers to determine the root cause behind business failures and select the best possible actions to achieve business goals. The focus in transformational thinking is on the long term business outcomes. In the long run, the best business outcome is when the business is run efficiently. It results in the creation of value for the stakeholders.

Transformational thinking in business has the ability to improve the personal and professional lives of business leaders. It empowers business leaders to think critically and act responsibly. Transformational language of business helps business leaders develop and improve their skills and knowledge base. The language of business transformation facilitates communication between different people in a business. It also helps business leaders understand their interrelationships with other people and develop a more strategic approach towards their interactions.

Business Transformation Language that Motivates, Inspires & Attracts

Transformational thought processes to support collaborative problem solving and seek to establish clear targeting of future goals. They promote trust, build internal strengths and create a positive image. Transformational thinking and language of business have the ability to create positive images that motivate, inspire and attract followers. Transformational thinking and language of business help business leaders to plan for and achieve future business outcomes. It is an important component of business success.

A business outcome cannot be determined by a single decision. It is determined by a series of decisions and actions taken in a particular business environment. In order to make a business outcome happen, the planning process requires a commitment of time, energy and resources. Language of business transformation facilitates collaboration among business stakeholders, resulting in the adoption of important business decisions.

Language of business transformation can be used to describe and measure a business’ performance. The value of transformational thinking and language of business is evident in the fact that they are used not only by business leaders but also by ordinary employees. It has the ability to create harmony and understanding among people. The results of successful language of business transformational processes can be seen in increased productivity, improved employee relations, and an overall sense of satisfaction and fulfillment. A business needs extensive communication with its employees and external business partners in order to reach its business outcome.

SUMMARY

The Language of Business Transformation Leaders help them to lead their organizations successfully by building an inclusive culture, which is comprised of everyone from the boardroom to the frontlines. An inclusive culture is one in which everyone is invested in the success of the business and works together as a team to achieve business goals. Language of business transformation facilitates communication, promotes trust and understanding. It provides individuals with the ability to communicate about problems in a constructive manner and encourages them to contribute to the growth of the business.

Sam Palazzolo

Business Transformation for Post-Pandemic Success – Ten Tips!

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The Point: At Tip of the Spear Ventures, we’ve seen firsthand how leaders can get into crisis situations without realizing that they are getting worse. They are not bad leaders. But these leaders often work under outdated paradigms and let the power of inertia take them along. If they don’t recognize that they’re in crisis, they won’t be able to realize that they must make a business transformation. Under normal circumstances this leads to poor performance, and as we exit the pandemic doing so will definitely lead there. So, in this article we’ll explore business transformation for post-pandemic success along with ten tips… Enjoy!

business transformation for post-pandemic success

Business Transformation – Bad Leadership?

We all have heard the same regrets from leaders regarding why they failed to transform their business. Sometimes leaders underestimated the severity of their situation or were looking at incorrect data. Some took advantage of cheap capital to keep going despite poor performance and believed they could pull it off. Others got so focused on short-term returns they forgot to protect their company’s long term health, or even willingly sacrificed it.

Rarely is there a leader who takes the time to look at his or her plans objectively and asks, “Where are we going? Is this what will happen when we start down this path?” This is a problem, because admitting that your plan isn’t going to work/working is an important first step.

These then are the ten best ways for ailing businesses to get started on business transformation for post-pandemic success.

Looking to transform your business?

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Tip #10 – Don’t be Influenced by the Business Transformation

It is almost impossible to find a single definition of a company that is in need of transformation. And it can be dangerous to believe you might be in need of transforming your company. There are likely to be 25 business transformation signs depending on the situation. However, the problem is rarely made up of only one or two of these signs. It is more likely that a larger number of these things interact with each other and with external factors.

Tip #9 – You Must be Honest with Yourself about Your Plans

You can avoid most business transformation stress by reviewing your business plans regularly. You should include trigger points in your business plans, regardless of whether you are creating them at the beginning of the year, or at the beginning of a 3-year cycle. One simple reminder is enough: “If we don’t achieve this level of performance or the 12 items below by the deadline, we will step back and evaluate whether we are on the right track, considering what has happened since our last review.”

These trigger points should be oriented to both operational and market performance, as well as basic financial metrics and cashflow. Take a look at your company’s financial and cash milestones and compare it to the industry and other competitors. Your plan might be outdated if you are not moving along with the industry or outpacing it if the industry’s in trouble. To identify trends, look back at past cycles and examine your performance. Ask yourself why you aren’t meeting your performance goals.

Tip #8 – Expect More from Your Advisors

An advisor has enough distance to see the forest from the trees. This is the beauty of an objective advisor. However, leadership tends to view their advisors as a “necessary evil” that they must placate in order to get on with their businesses. This undermines the advisors role as an early-warning system for companies heading for business transformation trouble.

The advisors must also look at the CEO, CFO and chief operating officer (COO), and say “OK, we like the plan. Let’s now discuss what it would take not only to reduce costs by 3 percent, but also by 20 percent. Let’s discuss all the possible risks that could happen to the business.” While there is no typical business transformation situation, the company may have had only 18-24 months of poor performance and the advisor hasn’t been able to ask the right questions. This is where advisors can have a significant impact.

One company’s senior management team keeps a list of all business transformation risks that could affect the business, employees and plan. The advisors review these risks on a quarterly basis. This is a great way to have conversations you might not normally have with other people in your business.

Tip #7 – Cash is Your Priority!

The key to a successful business transformation is not about cash or cash returns, but rather focusing on cash as a whole. This means that a business must return to its core element of success. Are they generating or burning cash? What investments are making or losing cash in the business?

Here’s an example as if you were running an e-commerce (Electronic Commerce) store. You will want to ask fundamental questions such as: Is there enough cash in the register for the utility bill? Or to pay for the pallets of paint that will arrive next week? How much cash can I make by buying a new delivery truck? The actions required to get your business back on track are clear when you return it to its core elements. Many of the cases are focused on complicated metrics such as earnings before interest and tax (EBIT) or return on investment, which excludes major cash uses. Variations on EBIT, for example, often exclude amortization and depreciation but exclude rents and fuel. All these metrics are great, but there are always unpleasant surprises when you’re not focusing on cash.

Cash management is more than just keeping track of your bank balance. Leaders need to have a forecast that is both long-term and mid-term in order to avoid unexpected expenses. Companies are often end up in trouble if they fail to consider the cash component of capital investment. The projected net present value (NPV) can be the same regardless of whether the return is gradual, at year two, or dramatic at year five. If you don’t pay attention to the cash flowing out of the business while you wait for the year-five injection, you could find yourself in a situation where you have very little cash left. This could lead you into a downward spiral that you might not be able to recover from.

Tip #6 – Make a Difference with Your Business Transformation Story

Companies in business transformation fail to create a story about change that everyone can understand, which gives rise to a sense of urgency. Here’s an example: As chief restructuring officer for a SaaS technology company, we did a business transformation engagement. It was profitable, it returned a decent margin and it was cash-positive. The commodity price was falling and the advisors were concerned about the ability to generate enough cash flow to support capital requirements. We created a change story that said “Yes, we’re profitable. The whole point of profitability, however, is to have enough cash to grow and expand operations. If that isn’t possible, we are headed for a slow, steady decline in which equipment fails and lower production becomes the new reality.”

People will listen if you tell the story in one paragraph. Team members wanted their children and grandchildren to work for the same technology company. The change story inspired them to take action so that could become reality. The key to success was simple messaging and not fancy metrics.

Tip #5 – Every Business Transformation should be Treated as a Crisis

A stable company will respond to business transformation changes without a crisis mindset. Risk is to be avoided and incrementalism takes control. Your employees are expected to do more with less. You will see more aggressive ideas and slower implementation.

A business transformation crisis, however, requires immediate action. This is exactly what a distressed business needs. Leaders must use the words “crisis” and “urgency” as soon as they realize the need for business transformation. In a true crisis, a company will try things it wouldn’t normally consider. These bold actions can change the company’s trajectory. Leaders are encouraged to explore all options when faced with transformation.

Tip #4 – Quick Wins Can Help You Build Traction for Positive Change

Leaders tend to focus all their attention and resources on a few big bets to save a company in business transformation. This can lead to unnecessary high-risk decisions. Even though big bets may sometimes be necessary, they can take a lot more time and effort than they pay off. Imagine that you change your suppliers of raw material to source from a lower-cost country. You expect 35 percent lower direct cost. You’ll probably spend a lot of time and money on something that didn’t work out.

Leaders should not only focus on making big bets but also work hard to get traction in the company. These quick wins can be cost-focused, reducing the demand for an external service that they don’t require. It could also be policy-focused, like introducing stricter expense policies.

These moves not only improve the bottom line but also create support among team members. You’re almost certain to find support from twenty percent of employees in any company. They are hard workers. They will make changes if you ask. These are the people that you will want to spend the most time with and the ones you will promote. However, you may spend too much time working with the bottom twenty percent of employees. These people are low-achieving and resist change. They also look for ways to avoid it or are just difficult to lead.

The remaining 60% of the company is often overlooked. They are the fence-sitters and are tuned to action, not talk. These people see the changes happening and will support you if you work with them. If you don’t give them reasons to be positive about the company they will turn against you. This is why it’s important to make quick wins. You send a strong message when you take immediate action and those actions have an impact on the leadership team.

Tip #3 – Get Rid of Your Old Incentive Plans

In many cases, incentives are the most overlooked aspect of business transformation. Short-term incentive plans for stable companies can include a variety of goals that address safety, financial, operational, and personal performance. Many of these plans are so complicated that leaders often shrug when asked what they should do to earn their bonus. Why? They can’t figure it out!

Take a cue from the private equity industry — The other side of our firm at Tip of the Spear Ventures — to help you make a successful business transformation and ditch your old plans. Instead, give managers incentives that are specific to the things you want. Are you looking for $15 million in price improvement? Make it part of your incentive program for marketing and sales team members. You need $100 million in procurement. Your chief purchasing officer should set a goal. If they don’t reach their goal, be willing to forgo bonuses and pay handsomely to those who do (Skin in the game!)

Tip #2 – Business Transformation Turnover in Leadership

Our Business Transformation experience has taught us at Tip of the Spear Ventures that the best transformations are those where one or two of the top-team members are replaced. This doesn’t mean that there are “bad” leaders. In our experience, we have only encountered a handful of leaders that we considered truly incompetent. It’s not a reality, but there are still leaders who have to accept the decline. They are often incapable of making fundamental changes in the operating philosophy that they have believed for many years. They block the business transformation change, whether they realize it or they don’t. This is because they are determined to defend what they believe is true. It’s not easy, but it sends a signal to your stakeholders that you are willing to make hard moves and change.

Tip #1 – Hire, Train, and Retain the Talented

There are two types of talent that we look for, and they go beyond the leadership team. The first is those who have institutional knowledge. Although they may not be the top performers, they are able to understand the company’s intricacies. This knowledge is crucial for understanding the potential impact of any business transformation changes on the business. They are often the ones who are unhappy about the company’s performance. You need people who will be open to sharing the “unpleasant truths.”

Business Transformations are also an opportunity to identify the next generation of talent within an organization. Multiple crises have brought us to the realization that the people who had the greatest impact and added most value weren’t always the ones at the top. Sometimes, we find great leaders at the second and third levels who are waiting for an opportunity. The fact that they can save a company and be part of something greater than themselves is enough to keep them around and motivate them for even more!

SUMMARY

In this article we’ve explored business transformation for post-pandemic success along with ten tips. While there are no identical business transformations in organizations even in the same industry sector, there are similarities in the business transformation mistakes that can be learned and not repeated.

Sam Palazzolo

Sam Palazzolo — Tip of the Spear Ventures’ Managing Director — has been managing business transformation programs for over 20 years. He knows that even the best leaders overlook signs of distress, typically because they don’t recognize that there is a problem!

30 Days to ETA | Day #30 – SUMMARY

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If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #29 post I shared congratulations — You made it to Entrepreneurship Through Acquisition (ETA)! But before you start popping those champagne bottles, you’d better have a plan for the next day of running your business. As an Acquisition Entrepreneur you should have the first 100 days lined out — Something I call The ETA First 100 Days (You can read the previous post by CLICKING HERE). Now that we’re officially at Day #30, Congratulations are truly in order! As an Acquisition Entrepreneur you should relish the accomplishment. So, in today’s 30 Days to ETA post, we’re going to review the last 30 days with a Summary… Enjoy!

30 Days to ETA Summary

Entrepreneurship Through Acquisition (ETA) is a journey to buy a business, and it seems like everyone I know that goes through ETA has a slightly different experience. At Tip of the Spear Ventures Mergers & Acquisitions practice, I see some who move through the process fast, stumbling into success in a matter of weeks after executing a brilliant ETA Strategy. Others move slowly, spending years of their lives perfecting the art of Acquisition Entrepreneurship. Some go back to college for years getting a master’s level education in business, and others get started before they even finish high school.

Yes, I’m here to tell you that there is no one 30 Days to ETA road that leads to success for everyone. Acquisition Entrepreneurship is a diverse and rewarding journey, but even so, there are certain hallmarks of the entrepreneurship experience that almost everyone goes through at one point or another. What follows is a summary of where we visited along this 30 Days to ETA journey.

30 Days to ETA | Day #1 – Startup or Acquisition?

My goal for this 30 Days to ETA Series is simply to walk you through the journey of sourcing, searching, and ultimately buying a business. However, make no mistake about this whole world of Mergers & Acquisitions… There is nothing “simple” about it! And in this Day #1 post we’ll explore whether as an Entrepreneur you should Startup or Acquisition — That is, should you start your own business from scratch (i.e., Startup) or buy a business that’s already in existence (i.e., Acquisition).

30 Days to ETA | Day #2 – Leading Your Business

In this 30 Days to ETA post, we’ll explore the topic of leading your business. Sounds pretty simple/straightforward, but there is a twist to consider! Specifically, if in Day #1 we tackled the decision of Startup or Acquisition (You can read the post by CLICKING HERE), in this post we’ll look at leading your business so as to create value or increase business valuation. Why? It’s keeping in line with our identification of the desired endpoint of the business. A business that you lead effectively should increase in value, and therefore be worth more to prospective buyers when you ultimately determine to exit. Understanding business valuations will help you as you start out on your Entrepreneurship Through Acquisition journey!

30 Days to ETA | Day #3 – The ETA Business Plan

In my most recent post in this 30 Days to ETA series, Leading Your Business, I explained that you can’t begin a business if you don’t know how it’s going to end. You have to identify where you want to go and why you are going there before you can figure out what type of business to acquire (You can read the post by CLICKING HERE). You must think strategically about the value of your business and then work to increase, or accelerate that value tactfully. And one of the best ways to start that process is by building a plan… The ETA Business Plan!

30 Days to ETA | Day #4 – Your ETA Competitive Advantage

In my most recent post in this 30 Days to ETA series, The ETA Business Plan, I shared that you can go anywhere you want with your business, but you’ll get there faster if you establish a Business Plan. The adage “A goal without a plan is just a dream” has never been more true (You can read the post by CLICKING HERE). Part of that plan, and foundational to the process, is identifying your ETA Competitive Advantage. Thinking strategically about the value your business brings to the market and the benefits it provides should be advantages you look to capitalize on. And your ETA Competitive Advantage should be identified/contingency planned while looking at businesses to acquire!

30 Days to ETA | Day #5 – Enduring Profitability

If you’ve been reading this 30 Days to ETA blog series, you’ve learned that having a business plan is essential for end results for success and that you should have that “end state” mentality in mind as you look to acquire a business. We’ve also explored your ETA Competitive Advantage that should allow you to be strategic in your direction and tactful in your actions to execute that business plan (You can read the previous post by CLICKING HERE). But there’s a key organizational attribute that you should screen for while conducting your Entrepreneurship Through Acquisition (ETA) process, that being Enduring Profitability. So in this 30 Days to ETA post, we’ll explore the concept of Enduring Profitability and how it should form the cornerstone of your search criteria… Enjoy!

30 Days to ETA | Day #6 – The ETA Team

If you’re following my 30 Days to ETA series, you know that my goal is to help you find a business to either merge with or acquire. In our last post, we explored how to add value to your company so that when it comes time to sell it, you maximize the sales price as much as possible (You can read the previous post by CLICKING HERE). In this article, we’re going to focus on what it really takes to be an Entrepreneur Through Acquisition, namely you don’t need to do it alone. Instead, you’re going to need to bring a team with you (Your ETA Team). Think of Your ETA Team as a group of specialists you hire to help you in your Mergers & Acquisitions endeavor, and you’ll want the best people on this team! We’ll also look at your organization team (Who will help you in running your business)… Enjoy!

30 Days to ETA | Day #7 – ETA Financials & Cash Flow

No matter how strong your 30 Days to ETA business plan is or how well you grow your team (You can read the previous post by CLICKING HERE), if your business does not have enough in its cash reserve to survive the ups and downs of the economy, black swan events, or minor financial storms selling your soon to be acquired business in the future will be a non-issue. In order to secure outside funding or know how much money you need to personally bring to the closing table, you must know how to calculate how much of a cash reserve your business needs to have on hand to withstand hard times. So in this post we’ll explore ETA Financials & Cash Flow and how they fit in with your 30 Days to ETA execution… Enjoy!

30 Days to ETA | Day #8 – Leading Yourself

Most recently in our 30 Days to ETA series, I’ve been dissecting the business characteristics that maximize or multiply your future company’s resale value. I’ve shared how to master competitive advantage, make your business scalable, hire a great staff, and build a cash reserve to weather the business storms (You can read the previous post by CLICKING HERE). Before leaping from our business’s acquisition to its growth phase further, I want to talk to you about leading yourself — the personal side of your business’s sustainability — Your personal sustainability: your physical well-being and how it affects your business’s value. Why? A strong mind requires a strong body to achieve the final destination of success… Enjoy!

30 Days to ETA | Day #9 – ETA Mission, Vision, & Values

If you are following this 30 Days to ETA series, you have built your business plan and hired the team to drive your long-term goals. In our last post, I stressed the importance of leading yourself (You can read the previous post by CLICKING HERE). One of the aspects of Entrepreneurship Through Acquisition that I find most rewarding is finding/aligning with a culture that resonates. The foundation for that culture is the ETA Mission, Vision, & Values that you profess to and the business you’re looking to acquire says they already have/stand for. So in this post, we’ll explore exactly that… Enjoy!

30 Days to ETA | Day #10 – ETA Culture

In our last post in this 30 Days to ETA series, we discussed your ETA Mission, Vision, & Values (You can read the previous post by CLICKING HERE). Having clarity in the Entrepreneurship Through Acquisition strategy is paramount, and nothing signals that more than your identification of where you want to go with your future business. In this post, we’re going to explore the backbone of how you will get to that future destination via ETA Culture. ETA Culture is your business’ values and culture that will shape owner-employee relations. The business that has outstanding values and inviting culture can help bring top dollar at the time you want to eventually sell… Enjoy!

30 Days to ETA | Day #11 – ETA Entity Formation

If you’ve been reading this 30 Days to ETA series, you know that in the Day #10 post I stressed the importance of creating an ETA Culture (You can read the previous post by CLICKING HERE). In today’s 30 Days to ETA post, we’re going to discuss how choosing the right type of business entity at a company’s creation can effect its liability and its ability to sell when it comes time (i.e., ETA Entity Formation). Many people believe that in business exit planning, the idea of preparing a business to sell, occurs just prior to the owner’s desired exit time. This couldn’t be further from the reality of what should happen. Acquisition Entrepreneurs know that in their Entrepreneurship Through Acquisition journey that the time to prepare their future company for sale is at the onset, not as you’re contemplating your exit. Some of the planning we business owners need to do should be done five to ten years before the sale ever occurs, so starting at the beginning with the end in mind should make sense… Enjoy!

30 Days to ETA | Day #12 – ETA Metrics/KPIs

If you’ve been reading this 30 Days to ETA series, you know that in the Day #11 post I discussed how your ETA Entity Formation is an important structural item on your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). In today’s 30 Days to ETA post, as an Accountant I want to look at two of my favorite things in the business world – facts and figures in the form of ETA Metrics/KPIs. We’re going to deal with the financial reports your future business needs to provide to not only lead the organization successfully, but allow interested buyers to see how great a business you have. Remember our end-game when it comes to Acquisition Entrepreneurship, that in order to make a business sellable we have to provide buyers with accurate financial reports that show our historical growth, our current financial status, and our business’s potential growth in the future…. Enjoy!

30 Days to ETA | Day #13 – ETA Risk Mitigation

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #12 post I discussed how your ETA Metrics/KPIs allow you to establish a scoreboard for your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). In today’s 30 Days to ETA post, a wise person once told me, “Somebody else’s experience is a far better teacher than your own.” I wish I had listened to that advice. If I had understood the vital role of a business risk assessment in the purchase of a business, I might have avoided making the single biggest mistake of my business career… Enjoy!

30 Days to ETA | Day #14 – ETA Engagement

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #13 post I discussed how your ETA Risk Mitigation — if done properly — will allow you to avoid big and costly mistakes in your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). I know that you know the saying, “No risk, no reward!” I also know that strategic risks take into account lead to your motivation. Some of us are motivated by fame, others by money, etc. In today’s 30 Days to ETA post, we’re going to explore what drives ETA Engagement, or the motivations associated with owning/running a business with a team… Enjoy!

30 Days to ETA | Day #15 – The ETA Business Team

30 Days to ETA | Day #15 – The ETA Business Team

June 15, 2021 By Sam Palazzolo, Managing Director (Edit)

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #14 post I discussed how to achieve ETA Engagement amongst your future employees. Why? It’s awfully difficult — Impossible! — to achieve happy customers if you have unhappy team members, and happy team members are engaged team members in your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). But what if there was a way to build the company of your dreams with an ETA Business Team? An awesome ETA Business Team that pulls just as hard as you do towards the business goal of not only acquiring, but building a company in order to sell it for maximum profit. In today’s 30 Days to ETA post, we’re going to explore how we can assemble our dream ETA Business Team of employees and executives, and in doing so how we can cultivate company culture and add employee incentive programs to ensure our ETA Engagement adds to company success… Enjoy!

30 Days to ETA | Day #16 – ETA Deal Flow

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #15 post I discussed how to achieve The ETA Business Team. I’ve said it before and I’ll say it again, people are the most important ingredient in your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). So, even though so far in this series we’ve spent a lot of time talking about strategic initiatives within the business, it’s time we pull up to explore ways in which you can find that business. In today’s 30 Days to ETA post, we’re going to explore how we can create a system where business owners, and those that have a business for sale — Brokers, Attorneys, CPAs, Bankers, etc. — can find you to present the business… Enjoy!

30 Days to ETA | Day #17 – The ETA Exit Plan

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #16 post I discussed how to maximize ETA Deal Flow. You need to analyze a lot of businesses in order to get one to purchase in your journey to Entrepreneurship Through Acquisition (You can read the previous post by CLICKING HERE). But even though you’ve found the perfect business and were fortunate to purchase it, I’m going to encourage you to focus on the end. In today’s 30 Days to ETA post, we’re going to explore how that end-game focus — The ETA Exit Plan — can provide you with all kinds of benefits, especially financial benefits if you do things right… Enjoy!

30 Days to ETA | Day #18 – The ETA Conglomerate

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #17 post I discussed how as Acquisition Entrepreneurs we need to have focus on the end with The ETA Exit Plan. While you need to buy your business via Mergers & Acquisitions at the right strike-price, it’s equally important as a part of due diligence to sell the business right as well as a part of your Entrepreneurship Through Acquisition journey (You can read the previous post by CLICKING HERE). But what if you get into this as an entrepreneur and you find out you really enjoy owning a business? I mean, what’s better than owning a single business? Two or more businesses! So, in today’s 30 Days to ETA post, we’re going to explore how you can expand/create an empire by owning multiple companies — The ETA Conglomerate… Enjoy!

30 Days to ETA | Day #19 – The ETA Business Valuation

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #18 post I discussed how as Acquisition Entrepreneurs one of the paths forward for you could be The ETA Conglomerate. If you love what you do, and in doing so want more love, then it’s natural to want to explore owning more than one business as a part of your Entrepreneurship Through Acquisition journey (You can read the previous post by CLICKING HERE). Part of the ETA difficulty as an entrepreneur is identifying the value you should be willing to pay for a business. So, in today’s 30 Days to ETA post, we’re going to explore how you can create and justify the price you should pay based off of objective versus subjective criteria — The ETA Business Valuation… Enjoy!

30 Days to ETA | Day #20 – ETA Business Law

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #19 post I discussed how as Acquisition Entrepreneurs you can create and justify the price you should pay based off of objective versus subjective criteria — The ETA Business Valuation. Part of the ETA difficulty as an entrepreneur is identifying the value you should be willing to pay for a business as a part of your Entrepreneurship Through Acquisition journey (You can read the previous post by CLICKING HERE). Another ETA difficulty is knowing who you can trust. No matter how many jokes you’ve heard about lawyers, good attorneys can save you hundreds of thousands — or even millions — of dollars when it comes time for you to acquire a business. So, in today’s 30 Days to ETA post, we’re going to explore how you can identify and hire this vital part of your Professional ETA Team — ETA Business Law… Enjoy!

30 Days to ETA | Day #21 – ETA Mistakes

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #20 post I discussed how as Acquisition Entrepreneurs you can identify and hire the most vital part of your Professional ETA Team — ETA Business Law. No matter how many jokes you’ve heard about lawyers, good attorneys can save you hundreds of thousands — or even millions — of dollars when it comes time for you to acquire a business (You can read the previous post by CLICKING HERE). Another ETA difficulty is the opportunity to make mistakes. You are going to make mistakes, but how you recover from them will make a massive difference. So, in today’s 30 Days to ETA post, we’re going to explore ETA Mistakes… Enjoy!

30 Days to ETA | Day #22 – ETA Deal Flow | Brokers

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #21 post I discussed how as Acquisition Entrepreneurs you can bet that there will be mistakes made, something I call ETA Mistakes. You can make one mistake, or you can make one million! Regardless of how many mistakes you make, how you recover from them will make a massive difference (You can read the previous post by CLICKING HERE). One mistake that I see time and again made by Entrepreneurs Through Acquisition (ETA) is not having enough opportunities in the Mergers & Acquisitions pipeline. So, in today’s 30 Days to ETA post, we’re going to explore ETA Deal Flow | Brokers… Enjoy!

30 Days to ETA | Day #23 – ETA Industry / Business ID

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #22 post I discussed how as Acquisition Entrepreneurs there is one mistake that I see time and again made by Entrepreneurs Through Acquisition (ETA), that being not having enough opportunities in the Mergers & Acquisitions pipeline. So, in yesterday’s 30 Days to ETA post, we explored ETA Deal Flow | Brokers (You can read the previous post by CLICKING HERE). I believe that if you fill your Mergers & Acquisitions pipeline with qualified companies to explore acquiring, life will become easier for you. But how will you know which businesses are right and which businesses are wrong to begin the filtering process on? So, in today’s 30 Days to ETA post, we’re going to explore ETA Industry / Business ID… Enjoy!

30 Days to ETA | Day #24 – The ETA Confidential Information Memorandum (CIM)

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #23 post I believe that as an Acquisition Entrepreneur if you fill your Mergers & Acquisitions pipeline with qualified companies to explore acquiring, Entrepreneurship Through Acquisition life will become easier for you. But how will you know which businesses are right and which businesses are wrong to begin the filtering process on? So, in yesterday’s 30 Days to ETA post, we explored ETA Industry / Business ID (You can read the previous post by CLICKING HERE). But identifying seller personas and industry specifics are not enough. You’ll want to know how to rip apart the information you receive as a part of due diligence. The center piece of this information is the Confidential Information Memorandum, or CIM. So, in today’s 30 Days to ETA post, we’re going to explore The ETA Confidential Information Memorandum (CIM)… Enjoy!

30 Days to ETA | Day #25 – The ETA Owner Interview

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #24 post I identified as an Acquisition Entrepreneur that seller personas and industry specifics are not enough in your Mergers & Acquisitions journey. You’ll want to know how to rip apart all of the information you receive as a part of due diligence. The center piece of this information is the Confidential Information Memorandum, or CIM as an Entrepreneurship Through Acquisition professional (You can read the previous post by CLICKING HERE). But your ability to analyze reports, or the CIM is not enough. You’re going to have to conduct interviews with key parties on the seller’s side of the equation successfully. These interviews need to be done so that you gather all of the missing pieces of information you need to proceed — if justified. So, in today’s 30 Days to ETA post, we’re going to explore The ETA Owner Interview… Enjoy!

30 Days to ETA | Day #26 – The ETA Letter of Intent (LOI)

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #25 post I shared that your ability to analyze reports, or the CIM will not be enough as an Entrepreneur Through Acquisition (ETA). You’re going to have to conduct interviews with key parties on the seller’s side of the equation successfully. The ETA Owner Interview needs to be done so that you gather all of the missing pieces of information you need to proceed — if justified (You can read the previous post by CLICKING HERE). Finding, researching, conducting preliminary due diligence — as well as interviews — are all precursor to what is considered by most to be the first step in the formal business sale, the Letter of Intent (LOI). So, in today’s 30 Days to ETA post, we’re going to explore The ETA Letter of Intent (LOI)… Enjoy!

30 Days to ETA | Day #27 – ETA Capital

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #26 post I shared as an Entrepreneur Through Acquisition (ETA), finding, researching, conducting preliminary due diligence — as well as interviews — are all precursor to what is considered by most to be the first step in the formal business sale, the ETA Letter of Intent – LOI (You can read the previous post by CLICKING HERE). Now that you have the found the business and the ownership vision is in sight, how are you going to fund it to make it a reality? So, in today’s 30 Days to ETA post, we’re going to explore ETA Capital… Enjoy!

30 Days to ETA | Day #28 – The ETA Purchase Agreement (PA)

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #27 post I shared that finding a business is good, but being able to fund what you find is even better, something I referred to as ETA Capital (You can read the previous post by CLICKING HERE). So, by this time in your Entrepreneurship Through Acquisition (ETA) journey you have found a business, determined how you are going to fund it, and successfully conducted due diligence under Letter of Intent (LOI)… Now all you need to do is purchase the business. Ok, that’s not all, but that is what’s next. So, in today’s 30 Days to ETA post, we’re going to explore the ETA Purchase Agreement (PA)… Enjoy!

30 Days to ETA | Day #29 – Leading Your Business | The ETA First 100 Days

If you’ve been reading along in this 30 Days to ETA series, you know that in the Day #28 post I shared that by this time in your Entrepreneurship Through Acquisition (ETA) journey you have found a business, determined how you are going to fund it, and successfully conducted due diligence under Letter of Intent (LOI)… Now all you need to do is purchase the business with the ETA Purchase Agreement (PA) (You can read the previous post by CLICKING HERE). Congratulations, you made it to Entrepreneurship Through Acquisition (ETA)! Before you start popping those champagne bottles, you’d better have a plan for the next day of running your business. As an Acquisition Entrepreneur you should have the first 100 days lined out! So, in today’s 30 Days to ETA post, we’re going to explore Leading Your Business | The ETA First 100 Days… Enjoy!

SUMMARY

So there you have it… 30 days up, 30 days down! You are well on your way to becoming an Acquisition Entrepreneur or Entrepreneurship Through Acquisition. But wait, you probably know just enough to be dangerous! If I, or my Tip of the Spear Ventures Team can help you reach your ETA goal please reach out (acquisitions@tipofthespearventures.com). Better yet, we’re launching our Entrepreneur In Residence program specifically for leaders who want to become owner-operators of a business (You can read more about the program by CLICKING HERE). I hope you’ve enjoyed this 30 Days to ETA series as much as I enjoyed writing it!

Sam Palazzolo