Paul Quirk – Corporate Employee to Acquisition Entrepreneur

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Julie Wilkinson  00:03

Hi, I’m Judy Wilkinson, and I’m a chartered management accountant. And I’m excited to be launching the build and exit podcast. This podcast is for business owners and entrepreneurs who are looking to expand their business portfolio by acquisition, or at some point in the future, when to exit their business. We’re going to bring real life stories and experiences of people who have grown by acquisition, who have exited their businesses, and other areas of business such as funding and cash flows. So there’ll be lots of opportunity to learn different areas of business and how you can in the end, transition your business from a lifestyle to an asset to look forward to seeing you soon. Hi, and welcome to the building. Next Podcast. I’m really excited to have our first guest of the show, Paul quirk, who worked in investment banking for nine years with JP Morgan, and recently started his own entrepreneurial journey, and has actually successfully acquired a business over the last few months of last six months, 5 million turnover. 700 EBIT Darb. And I’m really excited to talk through his journey and what he’s learned from the process, because I think this is a really powerful acquisition story. So first of all, I just want to hand over to you, Paul, if you can give us a bit of background about yourself. Thank you for coming on the show.

 

Paul Quirk  01:24

Thank you for having me, Julie. And it’s an honour to be your first guest. So you’ve been guest on my podcast, which was a great episode. So a little bit about me. So I guess, as you alluded to, I spent some time at JPMorgan, probably about nine years, most of the time in Geneva, Switzerland, but a little bit of time in London in New York. It was it was really interesting and fascinating. And I learned a lot. But I always had a bit of an entrepreneurial itch, I heard about a colleague who had done something similar to what I guess I’ve started to do now. And he was very successful. And I didn’t really know at that time that buying a business was an option. I thought to be an entrepreneur to start something, have a great idea or revolutionary idea and actually execute on that. And it was always so difficult to think of a interesting idea. So I just kept on being there been a good employee. But then when I heard about this option, I found an interesting, slowly started looking into it, devised a bit of a plan on how it could work. Big because I didn’t I eventually quit my job to search full time for the acquisition. So that needed some planning to but eventually, as you said six months ago, acquired this business, which is a fantastic business. And excited to move over to the operational side really enjoying that, too. So far, so good. So yeah, that’s the high level background, happy to dig deeper into anything that you think may be interesting. Yeah,

 

Julie Wilkinson  02:50

it’s really interesting. I think it’s really interesting moving from corporate sort of to your entrepreneurial, I suppose what how quick, did you make that journey? Was it something you found easy

 

Paul Quirk  03:01

peasy? Not too easy. So like I alluded to, a moment ago, I had heard about someone who did it via I don’t know, if you’ve heard of a search fund, it’s kind of a traditional, a traditional search fund. So this kind of eta entrepreneurship through acquisition has taught at a few MBAs started in the US, I think Stanford and Harvard were the two biggest ones. And there’s a very kind of standard process by which you can raise capital to search for your business, and then you require it. And there’s very set set guidelines and rules as to how that plays out. And as an asset class, if you can refer to it as that it’s been very successful. Stanford kind of does a report every two years on the success of these kind of acquisition, entrepreneurs or these entrepreneurial acquisitions. So he did that the guy that I heard about, who done it, a colleague of mine, and he didn’t, Mexico was very successful. And that kind of got me thinking about this as an option. At the time, I think my, my wife may have been pregnant at the time. So I kind of just paused for, for a little bit, I thought it’s probably not the best time to leave, you know, is the security of a full time job. And a couple of years later, an opportunity presented itself that I could step away and pursue this. So I did, knowing, you know, typically from those statistics are referred to that Stanford tracks, it takes about 24 months on average, to acquire business of a certain size, if you’re searching full time, so I’d kind of prepared for that timeframe. I think maybe I thought I could do it quicker. And I probably did do it a little bit quicker than that. But you know, financially prepared for that, and then set out on the journey. So it wasn’t exactly easy, but I think I was semi prepared, as prepared as you can be, I guess because it was a bit of an emotional roller coaster that search journey to the first acquisition. But there is a bit of a playbook. Most more so than there were probably for the pioneers that took that took this journey 1020 30 years ago. So that is helpful. And then, early on in the journey, I launched the podcast myself to kind of chronicle my journey and speak to interesting people to try and accelerate my learning. Because even though I come from a banking background, it wasn’t really private equity related. So I didn’t really have a network to lean on to buy businesses. So that helped me a lot. And yeah, that’s a high level.

 

Julie Wilkinson  05:29

Yeah, really good. Yeah. Cuz it’s interesting about the journey of finding the deals, because obviously, we I’ve been on your podcast as well work quite a lot in the acquisition space. So how for people that are coming into this and thinking about doing the similar thing? I mean, how did you how first of all, how did you decide the industry? And what how did you find your first deal? Like, what what methods did you go through? Because there’s lots of different avenues people can take. So it’s interesting to hear how you find them.

 

Paul Quirk  05:55

Yeah, so I’ll tackle why this industry first. So you mentioned kind of high level financials of my company, but it’s a Windows installation company, we also do kind of living extensions. So generally brought home improvement products. I didn’t initially think about the sector, when I started looking into it, I would just look at, you know, a whole bunch of different things as I was learning and kind of figuring things out. And then I, as as a good investment analyst does kind of dug into each sector and developed a little bit of a thesis whether it was a good one or a bad one. And at first appearance, the you know, I thought this was kind of construction linked, which I later learned it wasn’t the replacement market in the UK is really booming, given the energy efficiencies. It’s the oldest UK housing stock is the oldest in Europe and the least energy efficient. So as I started to dig into the sector, I started learning, there’s probably some decent tailwinds. And, at worst, an evergreen market in the UK. So that kind of got me excited, there is the kind of retail sale non recurring nature of the business, which some people don’t like, I have my own thoughts on that for small businesses, I think generally, those companies can be quite concentrated on one or two big customers. Whereas that is not the case in my business. And then also you can kind of scale up marketing up and down to, to, you know, to drive sales as and when you need it. At least that’s what I’m learning so far. So I didn’t completely dislike their business model and liked it. I liked the industry. So that was, you know, the deal came across my plate early on, and then I dug into the sector after the fact. And then I thought, Okay, this is interesting, but I looked at a whole bunch of different sectors. throughout the journey, I had a deal fall apart on the finish line and the phone security sector, which is quite a popular one. And, and I kept an open mind, and then this specific deal came up, I was speaking to a corporate finance adviser on a different deal. And it just wasn’t wasn’t a good fit. I think we both agreed. And, and he mentioned a few other deals that he had live at that moment, one being this one. And obviously, I had a bit of a industry thesis and kind of dug into the industry. So I was quite keen to look at this. And then a few months down the line, a lot of ups and downs from from that moment. But essentially, that was the deal that I ended up acquiring. So that was the sector. And you know why I chose the sector? And then to your second question on deal sourcing, I guess I used the ways most people do, I started using the classic Main Street brokers, if you can call them that. I found that to be quite a frustrating process. If I’m being honest, I found the disconnect between what sellers expected versus what should be fair, what I would think would be a fair price, given kind of what the finance terms are like. And, you know, just just the market here in the UK, there was a huge disconnect. I later learned that those same brokers are probably not aligned with the same incentives of sellers so that that’s an interesting dynamic. We’re not going to get into all that. And then I did some proprietary outreach. So I tried direct mail, I didn’t really like that, because it’s very difficult statistically to figure out, you know, how many people are reading these. So I tried to email route where you can kind of track at limited success with that. And then I guess probably from the podcasts and buildings, relationships, I got into kind of the corporate finance and accounting network, which you could argue is probably probably got stronger representation and higher quality deals, at least that’s my opinion. And that was helpful because it’s kind of deals that are live. So you know, that the seller wants to sell. A lot of information was really prepared for you. And they’re represented by an intermediary that has better alignment of incentives ie compensated on the sale, mostly rather than a retainer. And, you know, from early discussions with this corporate finance company, it was clear that what I thought was a fair price was what they thought was a fair price and it just made the process a lot smoother. So if you can build those connections for any spot During Beizer business, I would say that would be a good route to go down. But that’s eventually how I source the deal. But I’ve, I’ve had friends who’ve done it both ways, mainstream brokers proprietary. So, you know, essentially, there is an aspect to luck to all of this. So you need to get a little bit lucky, I think to find the company that you want to buy.

 

Julie Wilkinson  10:17

Yeah. And it was interesting that you’re saying that the type of like, you did a lot of research on the industry, so the industry that you actually ended up acquiring, you haven’t had experience in working in that industry previously. So obviously, you’re from investment banking.

 

Paul Quirk  10:30

Yeah, I guess unless I was going to buy some kind of financial advisory company. There wasn’t ever going to be an industry that I had experience in. So it was all going to be new to me. I mean, I mentioned kind of the traditional search model that was popularised by Stanford and Harvard, that’s generally the case, you have these MBA graduates that are young, ambitious, people that want to just go out and kind of tackle one of these small businesses thinking that they can maybe grow it, add value, maybe modernise it, or however they think they can grow it. But typically, they don’t have the specific sector experience. Not not in every case, but a lot of times. So because there was a bit of a playbook and track record of people doing something like I had done. I know, I’m back myself, and hopefully, it’ll be successful. But I just decided to back myself.

 

Julie Wilkinson  11:18

Yeah, no, I think it’s great. I mean, sometimes I actually think not knowing the industry can be a benefit. Because you sometimes if you know it, you can might try and micromanage all the processes a little bit. But how did you find so the sellers of the Sheltie that you’re buying into? I mean, how did you get them on board that you could actually run the company after acquisition with no experience? What how what how did that journey go?

 

Paul Quirk  11:40

Yeah, I think early conversations with the sellers were were really good. I think we had aligned goals. My approach is and wasn’t to kind of come in and think I know everything, it was important for me that they kind of stay on board for a little bit and help me not, you know, just to ensure a smooth transition, but just to get me up to speed. And that was also important to them they wanted, I think they wanted someone who would carry their business forward, and then you it may take some time to train someone up like me, but they were fine with that. And they have been great. I mean, it’s six months in, but we still have a very good relationship. I mean, they help out a tonne. And I think they’ve got a bit of renewed energy, if you will, because they see me coming in excited and maybe get some a little excited. So that’s been really great. And probably fortunate, because I know, it doesn’t always go down like that. But I think we just had aligned goals from the beginning, which is helpful, because the deal is going to fall apart six or seven times throughout due diligence. So if you don’t have that aligned vision with the owners, from the start, it’s probably a bit of a red flag, you can probably still get deals done, I guess. But definitely, it helps. And it probably helps post acquisition too. Because, you know, if you don’t have the sector experience, you’re gonna lean on them quite heavily. And if you have a good relationship with them, and you have similar goals, it just makes things a lot easier.

 

Julie Wilkinson  13:01

Yeah. And we’re gonna have a little bit of competition here. So how many days did it take you to close heads in terms of terms?

 

Paul Quirk  13:06

I don’t know, to be honest, that wasn’t the long the longest part was trying to raise the debt financing, which we can get into. But here’s the terms wasn’t too bad. I was away in South Africa, when I had the first discussion. And I was actually away for two, two months in South Africa. I was still kind of searching and working during the time, but I was also a little bit maybe maybe on holiday mode a little bit. So I would say maybe maybe a month after the first conversation, but it was pretty clear after after the first call, that we were pretty aligned. So it could have gone quicker. I think. Also, maybe I think at the time had live deals at the moment, I just wanted to make sure that whichever one I decided to get on was the right one. So I could commit all my energy towards that. So it could have definitely been definitely been quicker than maybe a month.

 

Julie Wilkinson  13:57

Okay, it’s not too bad. I was I was just a little bit late, because I actually signed my headphones in one day when I did my deal, because we are but we had a few conversations before the end, there was quite a bit of time trying to get the financials from them. So that was a few conversations back and forth. So anyway, I just I always interested to hear how long heads atones takes, because sometimes they can take months. So yours isn’t too bad, actually. Not too bad. Yeah. So in terms of the financing, then so what type of financing did you go for in the end for the deal? So

 

Paul Quirk  14:29

I mean, I guess at a high level, the capital structure is a little bit of equity, a little bit of debt and a little bit of seller financing. And with this business, I guess what’s nice from a management standpoint is it’s very asset light. There’s not a lot of CapEx and there’s not a lot of inventory, it’s mainly just work in progress. So it’s makes it easier to manage. However, given that there’s no assets, there’s no data book, it’s more complicated because there’s no assets to use as collateral I guess or to leveraging and so purely, it leaves you with cash flow loans as the only option. And then I mentioned there’s, there’s a non recurring revenue component. So kind of, you know, there’s a little bit of added risk around that. So it was very complicated. I had to go down kind of the alternative lenders, because your mainstream banks weren’t looking at kind of an outside manager buying him. So the options were limited. And around the time where I was, you know, I had a bad five lenders on board was indicative terms. And then at that time, kind of the war in Ukraine broke out, inflation picked up and they all kind of went from yesterday. So I had to go back to the drawing board and look again, and eventually come up with a solution where demand I wanted on debt had to be less than what I would have liked. And fortunately, I guess, going back to the good relationship with the sellers, they absorbed a little bit of that shifted onto the deferred. And then the equity component came from myself, and then I have a few minority investors that have come on board. But for the most part, it’s it’s it’s me, and yeah, so I think that’s it at a high level. But it will definitely wasn’t easy. The debt market, I think, at the best of times in the UK is not easy compared to what I hear of friends and people I know doing it in other countries. But but that’s not to say it cannot be done. And now

 

Julie Wilkinson  16:23

of interest. I mean, when you went to the cash flow financing, did they were they asking for cash flows and forecasts?

 

Paul Quirk  16:29

Yeah, so it’s pretty complex. They’ll want to see basically an integrated three statement model on the historicals, and then pull down forecast from there incorporating kind of the debt and servicing of that debt as you go forward. So I mean, I don’t have an accounting background, I have, I guess, like a kind of more than investment background. So it was not the easiest thing to do. But eventually, you know, I tackled it and could figure it out. So I think it’s probably worth having someone who has experienced to do that for you. Because when you go and approach the lenders, I think they use that as a filtering mechanism, right? They know not everyone is going to be financially savvy, but they want to see if you think can do a good job of putting that work is just a first test to see like, okay, is this business person worth US backing because they’re essentially investing in you, even though it’s debt, not equity, they’re taking some credit risk on you. So that was quite complicated. And it took me some time. And then every lender you speak to has different lending terms and different amortisation schedules. So you’ve got to tweak the model every time. And then they want to question your growth rates and everything. So you want a model that’s kind of scalable, because every one is going to ask you to change this, change that and if you just kind of hard coded everything, you’ll break the model and have to start again. So it’s quite an important piece of the puzzle. No one really ever talks about that you probably know a lot about that, Julie, given kind of your experience in the world that you live in, but kind of the from, from the people looking to the wire, it’s really not something that people spend a lot of time with. And that has to go alongside a broad investor or lender presentation. Like they want to see a business model forecasts what the team looks like, where do you think the growth levers are? etc. So so it really is almost like you’re reaching out to equity investors to raise equity capital, the debt lenders want to see the same things. Yeah,

 

Julie Wilkinson  18:24

we would we would probably call that a bit of a high level pitch deck with like, the information on the accounts. Yeah. Well, it’s good that you managed to pull that together. Today can be complicated, especially if you’ve known for quite a high value loans. So yeah, that’s great. Yeah,

 

Paul Quirk  18:39

that’s, that’s probably one skill set I could pull from my prior life to this journey.

 

Julie Wilkinson  18:43

Yeah. So. So this is really good. So it was successful, you close heads of terms, and you did the due diligence. Did you find because of the route, you went down, that the seller had good information? Or were you questioning the information through due diligence?

 

Paul Quirk  18:59

Not really, I mean, there were a few bits and pieces where I wanted to dig deeper. But I think, again, going back to the benefit of dealing with like a corporate finance intermediary, kind of the data room is already almost kind of somewhat populated. So you start asking for things and digging deeper, and it’s already there prepared. Not for everything, but already the starting point is just, you know, so far ahead of the curve. So that was quite helpful. There were definitely things like industry wise, that are particular, if you will, about this industry that, you know, I’d want to dig into a little bit more, but for the most part, there were no major red flags. Yeah, I mean, like I said, there were a few contested issues as they always are, like, I mean, I say contested, it was that contested, but I mean, you you kind of debate a few things, but for the most part, it was pretty smooth sailing, at least in terms of dealing with the outgoing owners.

 

Julie Wilkinson  19:51

Yeah, and I think it’s really interesting. I think it’s brilliant. You found it through this corporate finance seller because I mean, we know doing the with the exit side and the buy side is I would definitely this is where it comes down to the seller really, is, I think when you’re going if you’ve got the information prepared ready for the, the buy side in the first place, it makes everything a lot smoother. Because I just know from experience is once you start seeing poor information, you start distrusting the numbers, and then you start getting lots of different questions. Whereas if someone’s giving you the information, and you’re just in it, you know it, you know, and it looks sensible, it’s answering probably 60 70% of your questions, it makes everything a lot easier. Yeah, so, so yeah, so, so you successfully close. So how are you now? post acquisition? I mean, what have your challenges been? Steve, would you say since post acquisition?

 

Paul Quirk  20:40

Yeah. So it’s been six months, I think it’s safe to say I’m now an expert. No, I’m just kidding. It’s been, it’s been good. I mean, like I said, early on, the two outgoing owners, or two of the three outgoing owners, have stayed alongside me, and, you know, just continue to, I guess, do what they’ve always done, and they’re doing a great job. So that’s been really helpful. So I’ve almost kind of seen myself or approached it with them and the rest of the staff, as as a bit of a consultant for hire, if you will, like, there’s interesting initiatives and things that they wanted to do, and that I think we should do, but no one’s really had the bandwidth. So I kind of take the lead on those things. I hired in and basically revamped the entire finance team, I think, we discussed this, I think when when you were on the importance of having a finance team, I debated outsourcing it to kind of a, like a fractional CFO, which I think we debated at a time. But I thought, for me for for this first acquisition, I wanted the people in house. And that’s been extremely beneficial to kind of have robust forecasting and kind of management accounts and on a monthly basis, because these things weren’t really done in the past. So really, that’s been helpful. In general, the team, the people are really good. And there’s, there’s, there’s challenges now. And then like, you know, I think everyone asked me for a raise within me a week of being here. So you’re going to handle those conversations. And a few other kind of people related issues, not issues. That’s not the right term, but But you know, there are some HR components that I probably didn’t anticipate being some of the operational hurdles that I have to tackle in the first few months. But so far, it’s been a good I mean, I think we had our best January and February on record, which is good, given what you hear the news headlines are every day every every week about like recession, and cost of living crisis, and so that they gave us a little bit of anxiety last year, but so far, so good. It’s very hard for me to try and claim victory or anything, because everyone else has just been doing what they’ve been doing in the past. So I guess I’m just lucky to have inherited a good team. So I’m just trying not to break anything at this point. Yeah. And

 

Julie Wilkinson  22:53

I think you’re lucky. I mean, maybe this is the size of deal because of going for a five bill, this is when we tend to find anything lower than two mil tends to be more owner operators. And the bigger you go, it seems that yours was quite self sufficient in the deal that you’re buying. So that’s obviously benefited you would you agree that there was kind of running properly without before you bought it?

 

Paul Quirk  23:14

Yeah, yeah, absolutely. I think I mean, for sure the two owners that have stayed on are, are important to the business and you know, will, when they do need to be replaced, one will need some high calibre individuals. But below, then there’s, you know, very strong second tier management that are capable of doing their job. And then probably in total, we have 30 people working working here. And for the most part, everyone does a really good job and is keen and eager to kind of push the business forward. So that can be helpful, because I can imagine as you go smaller, you know, the owner, kind of, I don’t know if you’ve read the E Myth, or for the listeners have read their book, if not a recommended, but you kind of get these people who were employees of a business in the same sector that decide to spin out and start their business, and they get to kind of 2 million, but in reality, they just have a job. But they’re the owner of their business, which is their job. And they haven’t really kind of gone to that next level, which I think this business was able to get to. So that is definitely a helpful factor, I think, because if I could try and imagine myself doing what I do now, plus what two owners they’re still on board do I think I would flee? I’ll probably sink quite quickly.

 

Julie Wilkinson  24:30

Yeah, it’s really interesting. It’s a really good story. Actually, I think there’s a lot of people out. There’s a lot of people going into acquisitions at the minute. So it’s nice to hear success stories of people that have, you know, sort of moved from a corporate world and entrepreneurial and actually successfully acquired, so it’s really good. So what would you say is your biggest learning from this acquisition?

 

Paul Quirk  24:51

That’s a good question. I think. So in terms of the actual acquisition, I think I kind of maybe touched on it earlier, but having having The alignment with the existing team that, especially owners, if they’re going to stay on board is important. I think it helps you close the acquisition, like when times get tough during negotiations or during due diligence, having a good relationship with the seller is helpful and in post acquisition is just massively helpful. So that would be one key aspect. And then just don’t estimate the people side of it. I think, coming across as as humble wanting to learn, I’m talking about myself, as the new owner, like I, you know, I said to everyone quite early on that, you know, I’m the dumb one in the room here. So if you don’t mind, I’m gonna be asking lots of questions and leaning on you to help me, I don’t, I don’t want to come across and I couldn’t afford to come across as someone you know, who’s the boss is gonna have had that mentality, even though it’s not really kind of my personality? I think, coming across as humble and maybe a little bit curious is helpful. It gets everyone on board and actually helps you learn quicker, I think. And don’t underestimate the search. If I’m going kind of a little more back in time, it is not easy. It is definitely tough, but rewarding when you get it done. But it’s, it’s not easy. So I would say don’t estimate that. Like, I see some people trying to do it part time and kind of coming in i and it really is a full time commitment. I think. I try to, you know, help people and share my knowledge and resources with my podcast. But hopefully, I don’t make it sound like it’s an easy endeavour, because it’s not, but it’s definitely rewarding and operating. If it fits your lifestyle is great, too.

 

Julie Wilkinson  26:33

Yeah, definitely. No, it’s really good. It’s really good story. So what’s next for you? Then what? What’s your future plans? Are you looking to do more? acquisitions?

 

Paul Quirk  26:42

Yeah, I’m definitely open to it. The funny, I don’t know if it’s funny, I guess it’s a nice aspect of maybe having the track record now of acquiring on business in a specific sector. And maybe because of the people I met to the point guys, I just get deals sent to me now, which is, it’s interesting after two years of like fighting tooth and nail to try to get people to show me deals. So that’s an interesting dynamic. And, and I’m definitely like, the plan is to grow this business, you can grow in organically, relatively, I don’t want to say easily, but it’s like the capex investment is not significant. You can do it in a smart way. But the attraction to growth is obviously you could buy an existing brand, which is helpful, and the staff that goes along, because the labour market is quite tight in this industry. So definitely looking at other deals. And so anyone if you have any great deals in sectors, please send them. But But I don’t plan on sitting around. So the plan is to grow both in organically and organically. The existing business now, I think it can even capture more market share, and it’s in its kind of local region. So that’s also something that I’m focused on. So yeah, it’s early days, but keeping all options open and looking at at any way that can kind of facilitate that growth plan.

 

Julie Wilkinson  28:02

Right? And have you considered Have you thought, because what I find is people acquiring don’t always think about the end goal? I mean, have you considered an exit strategy at some point in the future?

 

Paul Quirk  28:12

Not really, I didn’t, I guess that’s why I went for, I don’t, I don’t want to say small business, but like something that I could have a significant majority ownership in with, with kind of the equity that I had, because I didn’t really want to be a forced seller. Obviously, I, you know, I have this handful of minority investors, but for the most part is me and I will offer them a liquidity event and kind of five years we’ve we’ve discussed, and you know, they could probably buy them at that point or, or kind of refinance or whatever, because I know they may want a liquidity event. But if if the if the business is generating a lot of free cash flow, I could use that to reinvest in other interesting opportunities. I don’t necessarily need an exit. I mean, of course, if something super compelling comes along, I’m not going to say no, it would be silly, to myself and to the other investors to not at least have that conversation. But you know, that’ll that’ll be any years to come. But it’s definitely not a necessary and end goal. I know a lot of people have like a kind of aggressive, you know, a specific strategy to get to and that often means you have to acquire quite aggressively. That’s definitely not necessarily my plan. Like there is a lifestyle component to it. Yeah, I mean, I don’t know if that really answers your question. I guess high level not really, but open. Good.

 

Julie Wilkinson  29:31

Yeah. I think it’s nice though. I think there are a lot of people doing sort of like the buy, build and sell but um, you know, at the end of the day, my view is what I’ve learned in business is I’d never grow it organically and not from the ground up. I’d always buy first. So you know, you’ve gone in some way you’ve got a bit of a lifestyle that you enjoy, and there’s nothing wrong with wanting to keep that so it doesn’t it’s just a different type of strategy to someone who’s buying it up to exit really so No, it’s good. Yeah, yeah, yeah. in both worlds, yeah. So we’re coming to the end then. So it’s been really great hearing your story. I think this is gonna be a really positive story for a lot of people. So where, where can people find you, Paul? If they’ve got deals? Or maybe they want to hear the your bio and build podcasts? Where can they find you?

 

Paul Quirk  30:15

Yeah. So I mean, I’m social media wise, I guess I’m on LinkedIn the most. Yeah, pretty much only on LinkedIn. And I do. I do have my own podcast called The buying bull podcast, if you’re interested in, you know, listening there. It’s mainly focused on as it says buying and building businesses with kind of biassed towards acquisitions. And, and small business and probably UK focused European focus. So we have on a lot of interesting guests, like, usually, you’ve been a fantastic guest, and we’re probably about 60 episodes in now, give or take. So, you know, that can be interesting resource. And if you want to send me a message on LinkedIn, it’s just poor quirk, I think you can find me. And yeah, happy to kind of add people to my network and meet discuss with like minded people, I think it’s really cool to this kind of community in the UK and abroad of these small business acquisition, folks, whether they, you know, buyers, people look for, like service providers and things like that. I think it’s a really collegiate ecosystem. So I quite enjoy meeting people. So feel free to reach out.

 

Julie Wilkinson  31:22

Yeah, great. I love it. I love I love this sort of SME acquisition space as well. So well, thanks so much, Paul. It’s been really great hearing your story. And thanks for sharing it.

 

Paul Quirk  31:33

Thank you, Julie. Thanks for having me. I’m excited to listen to future episodes of the podcast and learn more from you. And stay in touch.

 

Julie Wilkinson  31:44

Thank you. So once again, thank you so much for taking the time to listen to our podcast. I hope you found it useful. If you do this anyone else in your network that might benefit from our podcast and please share it with them even just click the link and send it to them or send it in a Facebook group or other social media channel. Don’t forget to subscribe. So other podcasts come to you directly as and when we launch them. So I’m really looking forward to seeing you next time. We’ve got some really exciting things coming up. And we’ll see you again soon.