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[00:00:00] Dan Taylor:

Aquisitions are like like kind of running in marathon but it’s kind of like picking up the prize and only running the last 10 yards.

[00:00:09] INTRO:

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Let’s get started.

[00:00:52] Joel Erway:

Hey, what’s going on, everybody. Joel Erway here and welcome to another very special episode of experts unleashed. And today I have a very special guest, Dan Taylor, and we are going to be diving into a segment of the world of acquisitions. Acquisitions is an area of interest that I have been studying a bit more over the past six to 12 months, mainly because I had been exposed to.

Various influencers and various, you know, gurus per se that have. Teasing around the idea of using acquisitions to grow your company. So anyway, my guest here today, Dan is somebody that I met through a speaking engagement that I had in San Diego a few months back at Roland Frazier’s event. And Roland is big into acquisitions.

That’s one of his core strategies that he teaches. And so Dan and I got to connect and Dan is. An expert in his own, right. In a very specific targeted type of acquisitions. And so I wanted to have him on the podcast. You’d say to dive into this topic a little bit more because I am very, very green in it.

And so I’m going to use this as an opportunity to learn more and we’ll share it with you. So Dan, welcome to the.

[00:02:06] Dan Taylor:

Hey, thanks very much. Joel. It’s always a pleasure to have a chaplain that guys we meet along the journey, and there’s a strange, you mentioned role. And we had them on a podcast two days ago.

It was fine. It was fantastic. We had a blast talking about deals and structures and strategies and all that kind of thing. And you’re quite right. I rule right now. You know, deals life from 3 million and turnover to 4.3 billion and everything in between, you know, so that’s pretty cool. He does a very specific way.

And we’ve been in the acquisition space, you know, talking about rolling, but the 1980s leverage buyers and that kind of thing. And you know, we’ve both been in the game for a while. He’s done a hell of a lot more deals with me. What we’ve done over a hundred million in deals, and we love it because we are helping people, you know, get to across the bridge to their land, wherever about might be.

We’re very specific. We target businesses that have been around for a while, kind of boring businesses. You know, a boring business has been around for a while. Engineering. I care, you know, health care, that kind of thing. You know, business actually do stuff. They have physical assets. So we target companies are doing over a million pounds of profit.

We have some commercial real estate or airline that you usually trade from my commercial real estate. And they’d be going for about 25 years, the typically 60 year old they’ve got no debt asset, heavy cash rich, and they’ve never thought about the exit, which is incredible. No. Why is it incredible?

Because if you’re 60 years old, Then your life expectancy is kind of 82. So you’ve kind of got 20 years or one years left kind of thing. And how many of those years, if you’re lucky or very good high quality ones. So our biggest thing is to educate. These baby boomers that you’re sitting on you know, acres of diamonds, you’re sitting on a gold mine.

Why don’t we unlock that goldmine release you to do whatever is the thing you want to do while you sell cannabis in the next five to 10 years. And we will do that in a very tax efficient way. And such a way that you all have agreed time. Your kids will have a good time, but your kids’ kids will also have a great time.

So we look at it kind of holistic 360 degree approach to their tax structuring on the way out. And you know, I love it because we’re releasing people from the Chines and modality of everyday business. Whether didn’t realize they had an option, which is a credible.

[00:04:30] Joel Erway:

And then let me, let me jump in real quick.

So one of the things that there are different types of buyers and deal makers in acquisitions, right. And when you are acquiring these businesses, are you acquiring them to operate them or are you flipping them or packaging them up to another buyer? Like what is your strategy with, with acquisitions?

[00:04:52] Dan Taylor:

Yeah, that’s a, that’s an awesome question. And hopefully there are no business sailors listening to this podcast cause we’re going to release some secrets, some insights here. And if you’re ever trying to grow wealth, have you ever tried to create multiple passive income streams or capital events? So in life you need both.

You need multiple passive income streams and you need capital events, note again, happening in your life. I’d be like fin to do to things you want to do. And acquisitions. I have never seen a single strategy that can create such quantum leaps and wealth has acquisitions. There just is not a thing out there.

In fact, that Warren buffet was you know, he asked at one of his EGMS, he was like, you know, if you started again more, you haven’t got your 60 odd billion or a hundred billion, whatever he’s got, what would you do? He said, I would buy a business. Because somebody has been training for 25, 50, a hundred years.

One we’re looking at right now is set up just after the first world war by the grandfather. There’s incredible. The real estate. It is incredible. So imagine somebody that’s been trading with all I experienced for all those years, decades, we’re talking about it and you can walk in and take that over where they, the decades, decades of war.

Yeah, I like kind of running a marathon. But it’s kind of like picking up the prize and only running the last 10 yards. Yep. So you’re taking advantage of all the assets, the hassle of stress, the blood, sweat, and tears, but families and generations are put into something and then you’re leasing them from the chains while you take it on, but we don’t take it on to run it.

Yes, we do run it in the interim. We have, we’ll bring in a chief exec or an ABB to do that, but our plan is. Our scheming plan is the following. We buy the whole thing as a package commercial and the business together so that the company or the SPD, or as you call it LOC over their meal and the business and the property.

Are they enjoying this to split the property from the business and do something called a still, at least by the last, just fancy works for seeing we created a long-term lease back to the budget. So even if we buy at five times multiple, as soon as we do that, this part over here is worth 12 to 15 times.

So immediately we create this financial engineering that add significant value, and we bring in investors to invest in the commercial real estate on 25, 30 year terms. And they’re happy as Larry because why they’re not doing anything, that’s completely armchair hands-free. There are virtual landlord.

And they’re getting quarterly dividends. So they’re happy over here. If we engineer the deal, right, we’ve got a business, but free that a couple of generations is probably two decades to put together because of that financial arbitrage, the way two things are done. How about businesses? Volumes, how commercial property investments is valued.

We get that massive arbitrage. Therefore we can fund the commercial over here and use, you know, predominantly we, we nearly hand over the business for free, no debt, unencumbered free, which is pretty cool. And then what do we do? The business, what we do with the business name, because we want to add a massive value to the investors, because we’re all about protection of capital.

And I am an investment fiduciary. I look after that. They are my brother and my mother and my father. So what do you do then with them? The plan is to sell the businesses to a PLC, to a big company, a strong company. Why do we want to do that? Because soon as we sell the business, then fantastic. We create a capital event for ourself, but more importantly, we’ve basically increased the volume of the commercial because we’ve got a huge tenant on the lease.

So we’re, de-risking it for the investors and increasing the value at the same time. So there’s kind of a holistic win-win for the three, you know, three guys in the deal, the business sailor, the investors on herself. Yeah.

[00:08:56] Joel Erway:

So, if I were to summarize this correctly, if I’m wrong and I’m probably going to be wrong essentially, so you target profitable businesses that also own their own commercial real estate.

So their property is probably on that commercial real estate that they, that they own or attached in some sort of way, like that’s that’s criteria, number one, criteria, number two, they have to be doing at least a million pounds in profit per year. And essentially what you do is. If I were to simplify this is it.

You split that one business up into two businesses and now you’re leasing the property to the business. Correct. So now they’re renting from business B business. A’s that is the operational side of business. B is the real estate side. So you create that lease agreement together, and then you. Why would you bring on investors?

This is where if you own the both assets now outright, why would you bring on investors for the real estate portion? If you own that?

[00:09:56] Dan Taylor:

Well, with the business sells, we give them two things. We give them significant capital chunk of. And then we pay them for the rest of the lights. If that’s the choice or three years, five years, 10 years, whatever works for them because it’s a bespoke package we do for them.

Whatever is going to be unique to their circumstances. Why, why do we bring on investors? Because in any commercial real estate investment transaction, you get debt, you get equity. Yeah. We get, get from the bank pension funds, that kind of thing. And then we like to bring in the equity from people like ourselves, you know, normal people that have, you know, 1, 2, 3, 500,000 in the bank card in their pension fund.

That’s sitting there doing nothing and it’s a ruling with inflation. So we help them give out. Transparent from Viet currency into bricks. Whole-school bricks for the long-term leases to very profitable businesses. Why so they can grow their capital. So they have more capital in retirement that retirement, you never want to run a capital and retire.

So we help investors accelerate the lifestyle and retirement. We help businesses sell. Get to retirement and enjoy that the last five, 10 years of really good high quality life. And obviously we have fun too.

[00:11:14] Joel Erway:

Got it. So the part that I was missing was you still have debt from buying the business, so you’re taking out, you’re taking out debt.

Purchase that initial business and then the investors are there to kind of help finance the deals that correct?

[00:11:27] Dan Taylor:

Yeah. So every commercial property, when we do we’re split into two businesses, one business to business on the life, commercial real estate on the right, the commercial real estate, we would probably go 50% from the bank that the percent from investors, which makes this super safe, you’re not, cause we’re not entity taking big, scary planes or banks or investments.

We’re looking to that. This. You know this money from investors, people’s pensions, you can’t mess with peace, you know, and I see myself as a kind of fiduciary are looking at it for them and the protector cause I’ve seen what big banks do. And this is by cutting out the banks. And as soon as we scale investor club, we will need the bikes.

We will basically fund the whole thing, commercial real estate from the investors, 50% of they’ll have towards debt, federal percent equity. You know, they will be. First charge only charge. They will be the guys. I be looking out for them because I’m in this for the long run, not for one deal and I cannot afford to have any deal, go nothing apart from stellar.

So I would go to, if you have investors in any deal, you look out for them. Fuck second therapy for you. Look after yourself.

[00:12:37] Joel Erway:

Makes sense. So, Dan, how did you, how did you get into this? Have you always been into acquisitions? Were you in real estate originally and kind of. The migrated your way into this, but like, I’m always curious, like the journey of how you got into this world.

[00:12:54] Dan Taylor:

Yeah. As as a long, well, a few years ago now we, we did a number of businesses in the late eighties and we kind of opened the one business, the next business, the next business. And we kind of went through a period of failing forward, you know, learning lessons, as it say, unit Univerisity of businesses.

And that, until we eventually, I, you know, got into real estate, did some commercial property to residential place. Didn’t really enjoy that. And then we opened this business and we took on our first mentor who just happens to be JB. Yeah. And Jay Abraham we met him on a two day event in London in 1995 or something 94.

And he’s coming on a podcast in June. What an awesome guy. He is a smart as, as the com. And so anyway, we had went down to this two day event cost an absolute fortune 6,000 pounds, which is a lot of money back then still a lot of money now. But with that one strategy, we bought this rundown distressed business, again, that will in this commercial property while the whole thing.

And we started a business in this. Cost is 150,700 square feet on a year and a half later, we sold it for 750 making 600,000 profit all due to one strategy from Jay Abraham. We turned six days in pain fee and a bank fee who says, you know, events are expensive. We turned a six grand fee in the 600,000 times in a year and a half.

And then, so that was our first kind of win. And from there we started. Thinking mine wasn’t too bad, perhaps we should do it again.

[00:14:29] Joel Erway:

And so was he the one who gave you that idea of split?

[00:14:33] Dan Taylor:

No, no, no, no. He gave me the idea of doing lumpy mail, direct mail to the, got it. So we did lumpy mail, direct mail to customers.

The thing was so profitable. It was ridiculous. And and we sold that. What we didn’t know at the time was this letting the business from the commercial and we left half a million pound on the table because we didn’t know that. So it could’ve made instead of 600, 1.1, you know, there’s a pirate of information.

There’s a power of little nuggets that you find out from here. They are everywhere. These don’t advertise, you know, you can’t do these things. You know, that one single thing really made a lot of difference and we didn’t know. So we left a lot of food on the table for the next game. That’s fine because we were happy.

So after that we started buying more. Can we started again can after we sold that 97 and by 2005, we cannot 30 businesses that were just under 300 phones, 300 employees. We’re doing a lot of turnover at 3 million profit things were good. And then we did, obviously, along the way, we learned numerous strategies, one of which was splitting the business from.

And we got to to be, you know, worth business with the commercial into one, LLC. And it was worth 21.4 million Pines. I dunno that us dollars, but it’s all the same buy-ins dollars. All the same 21.4 million. Then we did that separation. We split the business from the commercial. Guess what? The 21.4 went up.

Just by doing, we never bought anything else. Never bought any more commercial property nor businesses. On one day we increased the buy from 21.4 to 29.8 while an 8.4 million gain through, I call it reams of goal, you know, a ream of paper, do all that. And finally, basically tutorings of paper. Big lawyer and a big valuation fee.

And we increased the volume by 8.4 million from 21 to 30. Basically, this is how powerful this John is. You know, if we did that on the smaller deal, one unit, one business, but it made another half. But on a larger one where you’ve got a string of businesses, but you can see how kind of incredibly powerful it can become.

No on the deal we’re looking at just night, there’s a number of commercial properties in there and that the owner wants to get to a time and he’s had enough, he’s done it too long. He’s he’s held the button and he’s run the race and he’s, he’s done amazing. But he wants to hand that on now. And by separating the two.

You know, the commercial will be here and we get investors in some money from the bank. We’ll have the business without any debt whatsoever. And then the next plan is to sell that business to a large player in that sector to increase the volume of the commercial property farther.

[00:17:27] Joel Erway:

Dan, how many of these deals do you do a year?

Like how many, how many are you looking to do per year while you know, you’ve. X number of businesses that you technically own and are in, are running. Like, what is, what does the portfolio look like?

[00:17:43] Dan Taylor:

Well, I’m looking to be honest, right now, we’ve done it at 41, over a hundred million. And the game plan right now is just to get the next one on my, my we’ve got 69 on the board, 69 businesses on the board.

But as soon as one gets to a certain level, I forget everything and tell them all I’m online when I’m on of. You know that I only do one deal at a time. Cause you know, it’s, it’s ideal. Like these require 150% commitment are, they just don’t happen. You have to be the conductor of a professional team drive over the line.

But on the finish line, my goodness, it could be, it can be not too shabby. You can have a lifetime worth of wealth created on the completion of one acquisition. And

[00:18:29] Joel Erway:

so once you complete one of these, right. What is the standard operating procedure? Like if you’re buying this business from somebody, does the seller stay on and help run it for X number of months or years?

Is there like a, you know, I don’t know if it’s called an earn-out or, or what, but, you know, what does that typically look like with the seller? Because I assume you guys can’t just come in and operate it. Just like, just like they were for the past 20, 30, 40 years. Yeah, well,

[00:18:58] Dan Taylor:

this one that we’re hopefully, you know, fingers crossed touch wood and all that kind of stuff.

Because I love this business, which is a really bad sign because, you know, that’s an emotional, psychological thing. I love this. I can’t believe I just said that. I talked myself and do the deal where just an extent you’ve got to be detached, you know, and then just analyze it. And they obviously a CRM point, you jump in, but in terms of the process, As we would buy that he would stay in the 25%.

Yeah. And then we would have an option on that 25%. And basically, so we’ve got, you know, the stage of illness, you buy the whole thing simultaneous to buying split the commercial light. Yeah. Create that seal at least back, which is just a long term lease at the same time. We want to keep 25% stock in the business.

Yeah. And he gets a fair payment over a number of years that we agree, depending on how much we paid for the commercial. So he gets a huge long song income paid for years and 25% less than the business that we have an option to buy by. Yeah, and that retains them in the business. And he’s got a stake in there and he’s committed.

Sometimes we do need that because we have the expertise to do ourselves, or we have someone on hand that can, you know, parachute them in and run it. But I would never be that I’ve, I’ve run businesses before. It’s not my forte. And in life, you really want to stay in your lane, your zone of genius kind of thing.

For me, it’s a deal structuring and getting the deals done and getting them to the table. Meaning the vendors and getting over the line kind of thing. And then I would bring someone else in Toronto car, existing order and then have an agreement with them that okay. Over six months, you’re going to have somebody shadow you.

And then after that six months, you’re going to shadow them. And then for a period of time, if you think they’re ready, they’ll take the reins. And you’ll just check in with them kind of thing, because he’s been in the game 30 years, he has forgotten more in this sector than we will ever know. So invaluable, invaluable, but we really want him as an advisor because he’s supposed to be going to Senator time and as fast as possible.

So we might get them there in six months, maybe nine months, you know, but my goal is get them to Sammy retirement. So he’s an advisor and we’ve, we’ve already got an MD in the company. So she’ll be, she’ll be much of an issue to be honest. So he should be there with seeing things, looking at the forest, not being in the fall.

Coming up with great ideas, helping with acquisitions, that kinda thing. How can we grow this to make your 25% worth more than the 75%? We’re just getting.

[00:21:31] Joel Erway:

Yep. That makes total sense. That always hung me up. And it was such a little factor that like, you know, when you buy businesses, I always worried like, oh, does the owner just go away?

And you know, that would be horrible and probably most instances. But anyway, so there’s my like grade one knowledge question that I had to get out of the way, because it was scratching.

[00:21:53] Dan Taylor:

That’s the first thing we want to do. They want to get rid of the business, but they’re more so how do you put it?

They’re more so wanting to buy a job. I don’t want a job. My job is like a deal. Deals helping people get to their beach, whatever their beaches you know, more deals. I don’t want to do many deals. You know, I’m all looking for a handful of really core businesses at any one point in time, might I might do one a year.

It might be five in a year. But we’re, we have 69 on the board just night 69 and a board means we talk to every single. You know, this, we’ve done a data scraping with our direct mail with our dinner campaigns. We’ve actually spoken to these people 69 of them get at that stage and they have one common feed for the, all of the 69 as now, these already meet our KPIs, manly prime profit commercial property, yada yada.

None of them have an exit plan they’re 60 and they don’t, they’ve never thought about an exit plan. They just think, you know, and they have an option, you know, cause they’re in the forest. All they do is week to week, week to week, week to week, make sure they’re maintaining whatever it is they want to be in team.

They’ve never stopped the smell of roses and think, you know, I want follow your body. I said, go on this business. What could I achieve from. How could I extract that tax efficiently? And I’ve got, I set up a legacy for. You know, number one, how can I have more money than I need for retirement capital some and leave a legacy for the kids and the kids’ kids and the kids’ kids’ kids, you know, as not impossible.

Nobody thinks like that. And why should they, because they’re just doing, they’re doing, and they’re amazing what they’re doing. They’re just, I do, I do. And everyone in the room. Yeah. So we help, you know, awaken them and create aware of. About there are options. You’re sitting on millions, you are sitting on a goldmine flex extract, some of the goals and you know, those five to 10 years of great quality life years, you have left, you know, what is it that you really want to do?

Because you can do it at night. You don’t have to wait.

[00:24:02] Joel Erway:

What does the typical sales cycle, like for one of these businesses, from the time that you identify a potential, you know, one that meets your qualifications to your outreach campaign, to conversations to ultimately okay. Pushing it over the finish line.

I mean, in my mind, I came from my background was in commercial heating and cooling sales. A lot of times some of those projects, it could be two year long sales cycle. Is that a similar sales cycle that we’re looking at?

[00:24:31] Dan Taylor:

Well, let me the one that we’ve that we’re quite keen on, you know, a lot of commercial property, very good business to not melody, but great expanding demographic lakes, funding sector.

You know, I, people are getting older, the dovetail into this healthcare sector. It’s an incredible sector. You know, how long that take we, we, we called them in March. Phone call and March. And you know, we’re in a week’s time, we’ll be in the depths of financial analysis and structure structuring the deal to make sure it works for him, works for us.

And then we’re, you know, so that could be into legals potentially in June, you know, see July so completed, you know, at the end of Q3. No. So that’s not a long time that it’s going to, what is that? 5, 6, 3 to six months, but that’s, that’s quite a good one. I’ve had one that’s two, two years. But it was a 12.2, 5 million acquisition that had a Cayman islands, offshore company assigned African Bonar, Indian or Swiss border.

My goodness. That was, that was a nightmare. So I would never suggest you do that kind of thing. Try and keep it simple. I know I would never do that deal again. Why? Because part of our KPIs is one majority shareholder. And three maximum a share over the makeup, the vote. Yeah. Any more than that, not interested in there’s too much.

[00:25:55] Joel Erway:

It’s fascinating. I mean, there’s so many ways to make a living in this world. And part of the goal of this podcast is just to like scratch the surface and try and uncover as many different ways as possible of how people who make their, make their living. And there’s, you know, from being a dealmaker, it’s being a facilitator too.

I mean, you name it it’s the possibilities are, are endless. I got out of the commercial. The heating and cooling game, because number one, the sales cycle was too long. And number two, sometimes we just had to deal with too many decision makers. So I totally hear you, like when you’re looking for your one majority shareholder and, you know, two or three partners after that, just it’s like, it’s totally not worth it to like engage in a sales conversation because everybody’s got to sign off and it’s just like, man, what a hassle.

[00:26:46] Dan Taylor:

So I hear you there that, that sector that you’re in, although as a long cycle to make a sale, It’s a great sector to roll up buying. You don’t have to bond companies in that space and you’re buying them at kind of three, four times. You know, you buying six together and you’re selling it at six, seven.

[00:27:03] Joel Erway:

Yeah, this happened. It just happened in my local market. We had, we had a roll a company come through and swallowed up almost all of the competitors where they’ve almost bought a monopoly and merged them into one there’s it’s not technically a monopoly, but man, they, I mean.

[00:27:21] Joel Erway:

I’m manipulating the price, which they completely went from being, not even in our market to being the top dog overnight.

It’s a case study in its own. It might be something that you may want to study your, or at least look at, but it was, it was fascinating. They completely shook up the market and the industry in our, in our local you know, geographic area. But I was talking to some friends that were still in this space because they now work for them.

And I’m like, so what’s, you know what happened? He’s like, well, basically they just bought everybody every. And I’m like, how did they let that happen? Like how did, but you know what, that’s why dealmakers there, you know, dealmaking is a very valuable in a very, very specific skillset. I’ve talked to dealmakers in the past.

I’ve studied deal-makers I’m like, man, like. They’re unique. I mean, they, they have a skillset of being able to speak to what everybody wants and getting everybody on the same page and everybody a seat at the table and making everybody win. And that’s a very, very unique skillset. It’s something that I’m sure you probably.

Dave, if you were the dealmaker, that’s probably something that you have in Europe, repertoire. I can totally see Roland as that skill set as well.

[00:28:37] Dan Taylor:

I just like to think about the other person first, you know, and think what is really, really important to them. And how can I deliver that in a way it still works for me, but think about yourself second.

You always gotta be humble. I come from a point of view of service. You know, that’s the key thing and never alone. Well, ego kills all deals, right? It absolutely does. And you’ve got to kinda like if you’re in the middle of a deal like today, it was just on the phone with a national brand, you know, big, massive company.

I will try and negotiate and you lease. And, you know, there, there are agents in the, on the thing and the thing, my agents on the thing and and the zoom, and I said to the chat, I said, look, what’s really important to you. You know, just to have an honest Frank open conversation, you know, this doesn’t have to last six, nine months.

We can, we can do this to date. We can do this now, right here right now. I can help you get what you want. And hopefully I get a better one. I won’t, but I do to get everything. And I said, because, you know, I see landlord and tenants more like a partnership, and I would rather, you know, create a long-term relationship with you as a partner, as opposed to try and get the maximum rate.

I don’t need the maximum, right. I don’t care about the maximum. Right. I care about you making great profits and this site to you. So you’re there for life. I want you there for life and I want you to be there. And I want you to know and see me as an incredible landlord, but as a partner first, and I told them a story about this other natural brand.

We have the good offense, right? And I said, why don’t we do the deal with these guys? I just says, let’s just agree. All at rent reviews. Now, today, you know, the lease is for 30 years and I know what the rent is going to be in five years, 10 years, 20 years, 25 years, 30 years. I said, I don’t need all the rate that the market dictates I should be getting.

I just need you to make sure you’re making enough money. So. You don’t want to leave. And that was my that’s my primary goal here. So where are you? Where’s your diminimus and mine’s Muslim. Let’s cut a deal somewhere in between. And the two agents absolutely furious. Why? Because you’re fine. Jane, 15, 20 there’s no rent reviews, which means there’s no fees for them.

So they’re not happy that my is happy who has a 10, you know, That’s really about that. It’s coming from a point of view of Sarah, you know, looking out for them first and if that meets with your needs. Great, awesome. You never violent miles a week, you know, and I always try and do.

[00:31:10] Joel Erway:

From a strategic level and like from a theoretical level, that makes total sense.

Right? Look in terms of, you know, what they’re seeing through their eyes first, before your needs. And then now it comes down to like the art of communication, because you might try to do this. Like I fallen victim to this and when it comes to deal making and, and, and whatnot, I’ll be the first to admit that I lacked that skill.

It’s something, that’s, it’s a work in progress for me, but, you know, then it comes down to the art of communicating. Clearly are you communicating in a way that doesn’t raise their guard or actually lowers their guard and, you know, allows you to have other lines of communication. But anyway, I digress a little bit,

[00:31:48] Dan Taylor:

but the art of acquisition, we’ve got a podcast called the art of acquisitions, but just, you know, because acquisitions is.

You know, science and art that has really in that, that finer nuances, because we’re humans, you’re dealing with humans, you’re not doing, yes, you go spreadsheet everything. And at the end of the day, you’re dealing with deal with another human, but there’s nothing complicated about it. It’s, it’s just what I’ve said.

It’s about. Okay. Knowing your parameters. And then asking how you can help the other guy at Fox, the acquisitions though, how you structure acquisitions, if you can master one skill in life and master how to structure acquisitions. So there’s no money. Can I, your pocket, you’re doing a massive service to other people at the table.

Yeah. While you getting what you want as well, then, you know, it’s a thing that you can. Catapult your wealth, your income, you can create multiple passive incomes streams. But more so you can create multiple passive income streams and capital events in your life. You know, why do you want a capital event go buy that silly stuff, go buy those liabilities.

Why do you want multiple passive income streams? Because you’ve been too stupid buying liabilities. There are multiple packs of income streams. You will always be there to back you up. And, and for me you know, your, your capital should always be reinvested and live off the assets of the income. You’d never, ever.

Live all of your capital. I suppose the big no-no always have delayed gratification to create those passive income streams so that you can actually buy assets and replace your active income with passive income from assets, and then live off that income kind of thing. And then you’ll be safe forever.

But master the art of acquisitions is as incredible. This deal that we’re working on right now that might take six months, which is a long time. I know, but isn’t it a long time because when it’s done you know, kind of when, when it’s done is in the millions, you know, literally in the millions that I hate to say numbers to brag, but it’s just such a life changing amount of money for people.

You know, if you, if you don’t have to do this and you’ll learn how to do this, you know, one deal is.

[00:34:05] Joel Erway:

Yeah. Awesome. Well, Dan, where can people learn more about your stuff? Where can they follow you? I know you’ve got a podcast. You mentioned, where can they.

[00:34:14] Dan Taylor:

Well, we’ve got up a website for investors. It’s taylorcapital.co.uk

That website is getting updated very soon for, well, two people, investors, business sellers, and then we’re going to bring on a third one. At some point after we do this deal and it’s for people actually want to learn how to do acquisitions, hard to find them. I did onlies them. How to structure them.

I had to get a. ’cause taxes, everything. If you can help the other chaps save, you know, significant more tax than he thought he was taking home. And that’s not a lot, it’s a big value add if you can do on your site as well. You know, huge. The good thing is you don’t actually have to implement the tax strategies.

You at your deal team, do that, but you have to understand tax strategy. So when you see something and you can be. Okay, that’s gonna help, you know, add X to the bottom line. But really, you know, tailor capital go Coda UK is where all stocks, we’ve got an investor club. We’re going to have a website soon for business sailors.

And then a third website. I was still going to be at eTail account. Love who you, Kate will be for helping people. You know, it could be business sellers, you know, I don’t want to sell, I want to, I want to do what you do and then sell it at a bigger price. It could be people trying to get into acquisitions.

I didn’t get any times is how do we do it then? How will you start trying to analyze how we’re going to help people actually analyze live deals and the club. So it’s an exciting space. Taylor capital.co.uk. And you never know, we might be having a chat and one of our live calls. Cause we do like.

[00:35:45] Joel Erway:

Awesome. Yeah, we’ll make sure to link that down in the show notes. It’s Taylor capital.co.uk. Dan, it’s been a pleasure, man. I learned a ton and I know that our audience learned a bunch as well. And so this was a great crash course to get me re interested in acquisitions again. So, Dan, I appreciate your time, man.

Thank you. And we’ll talk soon.

[00:36:06] Dan Taylor:

Don’t thank you very much. Always playing buddy.

[00:36:10] Joel Erway:

Take care.

[00:36:14] OUTRO:

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