Matt D'Rion (@MattDRion) header
Matt D'Rion (@MattDRion) profile picture

I start, buy and build useful companies. Pretty good at marketing, finance and ops. Hobbies include: Pickleball, FF, Nerdy stuff.

Tampa Bay
Joined November 2009
Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)Photo by Matt D'Rion (@MattDRion)
I believe any business with a viable addressable market can succeed in the long term and survive any internally created problem with 3 core competencies. Some problems blindside us. It’s not if but when a problem will happen, or an area will blow up. My long term strategy. 🧵
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2% of Americans pay for AI. Not sure what % of that is SMB. I’m sure X users must be more… SMBX: we’re so early to AI.
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Grok Bot is indeed a game changer for any SMB. Being able to recognize AI slop, having the creativity to know what you want and what will/won’t work, and the courage to test, this will be the future.
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Have you ever as a young man gone to a feed store for a $5 bail of hay, only to discover they were closed? But the parking lot had 100 bails, so you grabbed one cuz your wife needed it for a charity event. Then drove there the next day to pay for the bail you had grabbed, and then been threatened angrily with charges for stealing and trespassing while trying to pay for it? Me neither. (Circa 2013)
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I think Connor will be worth $100M by age 65.
Last year, we acquired 2 businesses with nearly $3.5M in combined annual revenue. It was one of the biggest learning experiences of my career. Here are 4 lessons I'd share with anyone considering an acquisition: 1/ Look beyond the numbers Financial statements only tell you part of the story. A business might be profitable, but what happens when the owner leaves? If they handle the biggest clients, make every major decision, and keep everything running, taking over won't be easy. Before signing, find out how much the business depends on its current owner and what it would take to replace them. 2/ You're acquiring the team, too One of the biggest surprises was how hard it was to make changes. Some employees had been working the same way for 10-20 years. You can't just walk in with a new plan and expect everyone to follow it. Spend time getting to know the team and how they work, and plan for a slower transition. 3/ More revenue doesn't mean more profit Adding millions in revenue sounds great, but there's a lot more to consider. You have debt to pay, people to manage, and costs you might not have planned for. We gained equity in larger businesses, but the impact on our cash flow was bigger than I expected. Before buying, model the economics of owning the business, not just the purchase price. 4/ Everything takes longer than you think We expected to have most of the integration work done within a few months. 18 months later, we're still making changes. Give yourself twice as much time as you think you'll need, and make sure you have enough cash to cover the delays. Looking back, my biggest lesson is that faster growth isn't always better growth. For years I focused on growing as quickly as possible. Now I'm much more interested in building a profitable business that can grow for years, even if that means growing a little slower. Because building a bigger business isn't always the same as building a better one.
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Legend.
If you sell your house, drain your 401k, put it all into starting a manufacturing company, sign 15 PGs, work 100+ hours a week, get sued, get gray hair, and wake up at 4am every morning, they send you this cool plaque.
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Get out and meet people. Your next big opportunity simply isn’t to be found on your couch or in your home office.
stormed the field after byu-notre dame game this week got stuck at the 50 yard line because there were 40k people on the field and i legit couldn’t move became friends with an old guy / his grandkids for 15 min turns out he owns 2 dental practices consult call tomorrow
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The most profitable thing that I’ve done in business long-term is meeting lots of people from lots of backgrounds and learning a lot about them and their business/industry. Be an island to your own detriment. Always be helping.
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Kudos to my business partner Chad, an avid reader, who gave me Go Giver and Endless referrals when I was a bit a pup. Those two plus Power Questions and 80/20 Sales and Marketing were game changers.
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Literally how I met the woman I married and the mother of my four children.
Attention Young Men: I am surrounded by 20 year old girls in my life that are smart, capable, hard working and cute. Nobody is dating them. Not sure what the deal is, but I don’t get it. Step 1: Stop playing video games Step 2: Head to great clips and get that lettuce cleaned up Step 3: Hit a shower (when dating hygiene is critical) Step 4: Go clean your car Step 5: Sign up for a yoga class Step 6: Go to the yoga class Step 7: Ask a cute for her phone number at yoga class (yes you can meet girls IRL and not just on the apps - 10/10 the Dirt Dog highly recommends) Step 8: Follow up within 2 days with a phone call and ask them out for this coming weekend Friday or Saturday night. Step 9: IMPORTANT - come up with a good game plane for date night. Get a dinner reservation, get an activity planned. Let them know in advance what you are doing so they can dress appropriately. I know you are gunna roll off the couch and head to date night, but they are not. They are going to stress about what to wear and call at least 6 different people on FaceTime to ask their opinion. Step 10: I highly recommend you bring flowers to the door step. I’m not covering that you go to the doorstep, because if you don’t do that you have no hope here. Women want men to date them. You don’t need to break the bank on flowers. Head to Trader Joe’s. Grab 2 different kinds of flowers. If you don’t know what matches find the closest looking lady to your mom at TJ’s and ask her. Wrap the 2 flowers into 1 bouquet with paper. Bonus Points you can cut open a TJ bag and use that as the paper. Step 11: Be a gentleman on the date. She isn’t there to hear your life story. Ask her about her. For every 1 question you answer, ask her 3. Open Doors, pay for the meal, be polite. Provided you follow most of this guideline you are highly likely to get yourself an opportunity for date number 2. Keep going until you find someone that you can’t imagine not being around all the time. That’s when you have found a good one for you. My life is complete with my wife as my companion. I wish you the same fortune in life. Happy Hunting.
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Solid team.
Please share. If you own a small business along the Gulf Coast in Florida or Alabama impacted by Hurricane Isaias, @smblawgroup is standing by to provide free legal guidance on SBA disaster assistance programs. DM me. We’ll help you understand your options and next steps.
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A friend asked for advice: how to know if an asking price for a business is a fair price. Everything else aside: if you do a bit worse than the current owner, can you still pay the loan note, run the company and take home what you need? Will you still have cash on hand in the biz? A deal worth funding will get funded. But some deals not worth funding will get funded, too. Only get a loan for the pessimism, less than what’s already there, never the “opportunity” to grow the business. Then? Go boom it.
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Understanding requires a viewpoint of data, not simply the data. Understanding requires humanity.
I’ve come to conclude that A.I. knows everything, yet understands nothing.
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In my early 20’s around the time we got pregnant my wife said if I was going to start something and get it successful it had to be NOW. In 5-10 years the option just won’t be there. Now or never. Why? Well for one, we ended up having 4 kids in 8 years. The first few years were hard but with a lot of help from her mom and many amazing friends in business and life, amazing clients and partners, we got there. We were able to take risk: Because we took it early when we had some help and less bills and mouths. Had we waited until we had two kids and higher bills we really, honestly, would not be where we are today.
Late-night SMB story. A couple years ago, a good friend of mine was about seven years into his marriage. Two young kids. His wife was a teacher. Steady paycheck. Carried the family’s benefits. She came to him one day and said she wanted to finally open the cupcake shop she’d been talking about for years. He told her he wasn’t on board. They didn’t have the savings to absorb a failure. They depended on her benefits. She had no entrepreneurial experience, and he thought the business was a bad bet. His position was basically: Come to me with a better business and a serious plan, and I’ll help you build it. But we can’t afford to do this. She felt he was standing between her and her dream. Eventually, it became an ultimatum: Support me doing this, or we can’t stay married. They went back and forth for another year or two. Then they split up. She opened the store. You probably know where this is going. It ran out of cash and closed. I have a lot of thoughts about this. About how he handled it. How she handled it. The ultimatum. What I would’ve done in either person’s shoes. And obviously, knowing how the business turned out makes everyone’s Monday-morning quarterbacking a lot easier. But the part that sticks with me is how one person’s dream can put an entire family’s future on the table. The paycheck. The health insurance. The savings. The time with your kids. People talk about having the courage to bet on yourself. When you have a spouse and two little kids, there are other people at that table with chips in front of them. You need to talk about what you’re both willing to risk and be honest about where your limits are. Anyway, this story crossed my mind tonight and I figured I’d share it. Have a good night
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This is the way.
Quick note: If a problem only disappears when the founder gets involved, the process is still broken. Fix the process. Don't become the fix.
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Last night someone doing $200M a year in revenue made it a point to praise how far we’ve come across our companies - a mere $10M by comparison. I told him multiple times, “we’re early, we’re working to get there.” He wasn’t having it. I was taken aback someone at 200M a year was so impressed at what we’ve done. This morning I find myself realizing that what we’ve done and where we’re going is rarer than I let myself believe. And sometimes, but not for too long, you’ve gotta take the W and enjoy it.
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When creating the logo and brand identity for Guttersmith all the feedback I got told me the logo needed a gutter. I ignored them all. We’ve had one imitator since - but there’s only one us. Sometimes you have to disconnect from what’s obvious to build what’s memorable.
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Some people are insatiably curious and thirst for knowledge. They’re readily interested in almost anything. They want to know how things work. They get joy from learning new things. I’m some people.
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He’s right. Always have a % system of cash set-asides for anything variable so growth = more set aside. Allocate it and then only make decisions about the remainder. This is the way.
One of the fastest ways to go broke in a growing home service business is confusing PROFIT with cash flow Your P&L can look incredible while your bank account is getting crushed Payroll is due now Materials are due now Customers might not pay you for another 30 to 45 days Growth eats cash before it produces cash
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I have a history of keeping my agreements. Trust compounds into future opportunities.
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