Perry Newton – Is your brand ready for sale?

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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, welcome to the building exit Podcast. I’m delighted to announce our next guest is Perry newton. So as a bit of a summary to me, I am duty book scenario markets and accounting solutions. We’re an accounting consultancy firm, and we specialise in business acquisitions and helping people plan their exit strategies. The guests we have on the show are to give people knowledge of key areas of business, but also how you could use that knowledge to exit plan or buy other businesses. So Perry has a wealth of experience. He’s built and managed multiple high brand businesses and has actually successfully completed exit to a larger corporate company, and also currently owns 26x, which is a marketing agency, which does a mix of different marketing and sales. But one of the things that’s quite interesting is he focuses on something called fractional ownership, which was quite something new, quite new to me. And top level, that’s where people are selling off fluttery assets like property and boats to different investors who take a share of those assets. So, Perry, thank you for coming on the show.


Perry Newton  01:46

Well, Jeff, nice, nice to see ya. And I’ll


Julie Wilkinson  01:49

hand it over to you just to give a bit of a background of yourself and why you decided to come on the show.


Perry Newton  01:56

Yeah, well, you know, we we specialise in monetization of assets. So whether that be hotels, resorts, single properties, you know, private or commercial, we work with family offices, or we have them for many years. But we work with separate companies now. And, you know, we work to try and make people or people, you know, companies outside the sphere of property, even, you know, just businesses in general, if they want some, to mature their brand on it, they want to be more profitable, more consistent, you know, we specialise in the actual sales mechanics as much as we do. The agency world, you know, that’s, that’s kind of the trinkets, you know, that says just a skill set we have. But we do focus on monetization of assets, or, you know, being more profitable being better at what you’re, if you’re selling something to someone, or you’re marketing something, and it really the key you leverage on that is you you want more sales, you know, you want to command more your market, you want to be more efficient and more profitable. That’s, that’s where we, that’s where we come in.


Julie Wilkinson  03:06

Yeah. So you obviously hurt us, because we talked quite I’ve known you for a little while, and you had this before this company, you add up a little bit of a portfolio and sold. I mean, are you happy to talk a little bit about that, like how you did it? And then what made you exit?


Perry Newton  03:23

Yeah, I think, you know, we exit for a number of different reasons, because we were fragmented in quite a lot of different markets and vehicles, property, hotels and resorts, this kind of thing. And one of our YouTube videos, you know, had health issues. So you know, he wanted to exit, we had some partnership deals going on, and one of the partners was becoming more dominant in the business. So they wanted to take a portion of that over. And we got some international investors from Malaysia in place loads with big brand names. They were interested in taking some of the business as well. So it was it was a lot of kind of things going on at one time, we had a kind of a mix of a legacy strategy, because we predominantly work for one main family and American family office. And there was an exit strategy to some of our business as well. So and I know that some of your clients will either go one way or the other. I don’t think there’s any more strategies is there is either a legacy business, you want to pass it on to your kids, you’re building something that you want to pass your kid, or it’s something that you build up and you want to exit. And I think what’s important with that, is that to understand that strategy from the beginning, you know, and one of the things that I really like dealing with you and obviously, the clients that we work on together is to get that kind of fundamental agreement in place at the beginning. And partner make good partnerships with people like yourself, so that you know, the strategy and structure of all this is in place from them. Gaining saves you going back years and years later to try and you know, make the changes that you need to make these businesses attractive for a potential buyer, you know, when you do want to exit or you do want to pass it on, you know, it’s crucially important that these things are thought about in the early stages. And I think what we’ve done is we ourselves, as we’ve grown, we’ve acquired other businesses that have added value to the individual parts of what we’ve done, whether it be hotels, you know, whether it be something that might benefit, we had a boat business, you know, a big boat business, where we specialised in, we’re in sunseekers, you know, and we were quite happy to take over other smaller operations that helped us manage that or gave us crew members or, or, you know, something that would have boosted the, the, you know, the business. And so sometimes we did that. And other times, what we did is we improved what we had already, you know, because we are, we have such a broad skill set, whether it’s sales marketing digital on the ground, we would go into one of the one of the businesses that we had, and we would, we would improve it, like we were talking earlier, some some businesses get so far, and then they need to mature, you know, they see opportunity, they want to be bigger in the marketplace, they want to be more influential, you know, I’m not saying that they’re building trophy businesses, but they want to be better than the other businesses in the sphere. You know, they, they know who their competitors are, they want to look better. And I think sometimes you can overlook the fact that to add more value to your company, you know, to acquire them be attractive to these other customers and to make your business grow, you reach a point where from where you set off to where you are now, and your your revenues cranking up and you’re, you’re doing millions now, or hundreds of 1000s, you know, towards the millions or in the millions, and you find that your brand is not very mature, you know, it’s still got a lot of elements that it had when you started, but you’d never get round to it. Because it’s like being a builder or, or a gardener, and they coming home and you are saying that bedroom still the same as it was five years ago, you know, but yet, you’re still going out there doing building work and decorating very well. It’s exactly the same with your own business, you know, it’s something to be mindful of, that you take over that online footprint, as well as your influence and the image that you’re putting out there. So hence why we’re the way we work is we have all that suite of skills in house. But it’s not really where our focus is our focus is on the business structure. Focus is, you know, what are you going to? Where are you? Where do you want to go? And how are you performing? And how can we make you more, more profitable? How can we make you sell more, return more profit, be more efficient, keep your costs down, you know, and really kind of strategize the vision for the future, whether it is for legacy planning, or whether it’s for exit.


Julie Wilkinson  08:01

So it was interesting what you said about people to build their brand, then like mature their brand, because that’s an interesting concept. Cuz I think people I do think people don’t think about a lot for a start, we know on due diligence, a lot of people don’t even trademark brands. So obviously, I think people don’t think about their brands quite a lot. So if you’re gonna give a bit of advice to sort of people looking to exit in terms of building their brand, what sorts of things should they be thinking about?


Perry Newton  08:26

Well, I think a lot of people are kind of really protective over the brand, they’ve got a lot of belief in, in the company. And, and that’s, that’s rightly so I think you have to have something that, that for yourself, and I think for the people or work for you send some kind of transcendental message down to the people who work in your, you know, in your company, a message of positivity, and hope and, and grow, you know, contribution, and all these messages come down. And I think the image that this pushes out there, you know, is really is really important. And I need, I think it needs to fit the stage at which you’re at with your business as well. You know, I think it needs to, it needs to fit that. So it’s always worth kind of going back at it. And it’s it’s basically like having a makeover. You know, we used to go around all our businesses and you know, our head teams of these businesses use their managers on a daily basis. And every so often we’d go back to these and say, you know, do you guys need a bit of a makeover? You know, we’d have a look at the market that they’re in, we’d have a look at the competitors, we would see how much traffic, how much interest how many people are looking, you know, through the analytics that these companies, you know, who’s watching them, where are their marketing, where are they making their spend? All these things are quite easy to see where your competitors are spending their money, are they are they going out there and actively trying to capture You know, are they using more rudimentary ways of of, you know, putting themselves out there, you know, mail shot, you know, are they doing? Are they doing non digital things, you know, more analogue type of things, you know, and it’s this kind of sidestepping all the time and looking at these kinds of thing that kind of does keep you in front and give you the edge, but it’s no different than giving a person a makeover, to keep looking at yourself every now and again, and thinking, you know, do do we look like we’re ahead of the pack here, you know, do we do is that what is the image that we’re putting out there, not only to the people that are outside people that are inside your business as well, you know, you know, we’re working with a, an AI gaming company at the moment in the Mediterranean, and they’re the same, it’s a competitive environment that they’re in, they have a fantastic culture, and they do sports, betting and gaming and that kind of thing. And but they have this amazing culture. So for them, the biggest thing for them is not acquiring more clients for that company, it’s acquiring the best software engineers that they can get, because that lifts the peer group, you know, the less they, the more that they look credible, and that they look like somewhere where people want to work, and they have long term prospects, and their freedom of working remotely, and they have all this kind of stuff going on. And they have great environments, the recruitment costs are less, they retain great people, it attracts more good people to them, you know, more high quality software engineers, you know, and this is really important, you know, to have good people in your company. And there are people are attracted, they check you out, you know, people, people use the internet as a point of reference now, whether it’s your customers that they’ll check on up, buy something from you, they will recheck on you, they’ll check on your personal Facebook pages to make sure that they’ve made the right decision spending the money with you. And people do this all the time. And employees now will check you out. And they’ll say, Does this fit my image? Is this the type of company that I want? On my CV? Is this the type of company you know, the roles have changed slightly now, you know, and they’ll check you out and say, you know, is this adding value to my life working for this company? Is this a space that I want to be associated with?


Julie Wilkinson  12:23

Yeah, cuz that’s interesting, isn’t they, you’re saying that they’re focusing more on who they’re employing than just the customers, because I suppose what we’re saying here is thinking about different thing from acquirers perspective. So if you’re, you know, it’s okay having all great clients, but you know, when a buyer comes along, and is looking at, oh, I’m gonna buy the business, actually, if there’s no one there to service, those customers, or there’s risks that you have high turnover of staff actually might not even be the numbers of the business that makes you less attractive, it could actually be the delivery, delivery, and just the whole business model, the actual business model of the internal resource.


Perry Newton  12:55

Yeah, if you’re buying and selling a business, you’re also you’re buying the people, you don’t want to think after two minutes, all the peoples gonna go, even if the asset values in the company itself, you still want to think you’re taking over a company, where the people look to work there, they’ve been treated, well, that rewarded well, the growth prospects are good. You know, and, and, you know, that will reflect in the homework these people do. I mean, you know, you can’t think for a second in this day and age that people who are, who are buying a business, are not going to really sift through page 12345. On Google, they’re not going to just search the first page, because all the nasty stuff is on 234. And five, if there is any, or they’re not going to, they’re going to look at the engagement, if you’ve got if you’ve got an about us page, and all it says is which I’ve seen loads with the about us page on a company, I think it’s really important because that shows you the people, it shows you the culture of the company, you know, it shows you how it was managed by the people at the top of it. And the thing is, and the thing is, is when you have sometimes I can tell you the about us page, the company talks about itself, and not about its people. And I find that completely laughable about a surgeon. And it goes on talking about the company again, here’s what we do. Here’s what we’ve done. We’re no one’s interested in that. I want to know who, who, who Maureen is. Who works on the lathe, who does the leaving? How happy is Maury? And I want to check Maureen out on Facebook if I can just to see whether, you know, she’s a nice person and she and she posts things about her company. You know, it’s this kind of thing. I think this kind of detail. Maybe maybe, you know, not everyone’s you know, quite as detail oriented as me with that level of you know, kind of inspect to clue Zoe, but I would like to think there’s somebody spending millions on buying a business or hundreds of 1000s of pounds. I would want to know everything about the people in it. You know, not only the leaders of it, you know, because I think it’s a lot of value, it would make me feel more comfortable if I was taking over something that, you know that I could add value to, obviously, you know, you’re doing it otherwise, but also that the people in it, we’re, you know, we’re feeling like they had a valued company, you know, it does make a difference. And I think people do check it.


Julie Wilkinson  15:19

Yeah. And that’s interesting, isn’t it, because I think this is one of the problems because we’re a lot of the SMEs being sold or sort of owned or operated. So the problem is, like, you’re saying that maybe they’re focusing a lot on the delivery, getting new customers, which might include sales and marketing, but maybe always, maybe just slight role aspects all the time, because they’re just focused on getting more and more customers. And then we know don’t be from these owner operated businesses that they then do everything in the business. So even if they’ve grown to quite a substantial size, and they have people, I’ve seen it, because of all the due diligence that we do. In the deals where, you know, people will say, Oh, I’ve got a managing director. But what they’re not thinking about from a buyer’s perspective is well, what who is that managing director? So, you know, in the real world, if you put someone into management, this is Bob, that’s worked in the company, 50 years, and he’s been loyal. And he’s now been promoted to the MD. But if you took yourself out from an investor side, I said, Well, if it was more of a corporate company, would that person get the role? Because what I see a lot of the companies is the MD itself, this MD isn’t really got the skills of an MD, what they’ve done really is they’ve dropped the boat, the owner was working 70 hours. Now they only have to work 30 hours. For them. It’s a godsend, you know, this person is, you know, the be all and end all of the company, but actually, are they delivering an ownership of a company that someone would think if they bought into that MD, and that’s what you’re saying about the resource isn’t? About the people?


Perry Newton  16:45

Yeah, yeah. And I think, you know, some that kind of put a, we’ll put a Facebook page up, or we’ll go on LinkedIn. And the last posted it is, you know, 2017, you’re actually better off not having anything on it, because it looks like you don’t care about anything. It’s actually better, you take all that off. And I think, yeah, you’re right. All of this kind of stuff, this attention, I know, people got loads it, but it doesn’t have to cost the world to have a good strategy for all of these things. But a lot of companies, they have no idea what the client acquisition cost is. And it doesn’t really matter whether you’re selling joinery works, or you’re doing Steel Works, or your I don’t know, you’re already selling white goods, or you’re a builder, whatever it is, there’s there’s a, there’s a cost to every client that you acquire, that you’re that you’re selling to. And, you know, there’s so much of this out there that all of this stuff that we’ve been talking about that this adds value, because you’re organically really drawing people to your towards your whether it’s whether it’s better staff, you know, better qualified staff, higher profile staff, or whether you’re drawing customers to you because of how your your influence in your online space, and you put your you’re projecting yourself out there, you know, within your own peer group as a company, and that cuts your client acquisition costs down, you don’t have to work quite as hard. If other people don’t work after work so hard to see whether you’re worth doing business with or not, you know, and when it comes to, like you said, when I mean, I know you’re more your m&a is like kind of the core of what what you guys do. You know, and I still think all that adds value when there’s a proposition, a foot, you know, all these things, you want to feel proud about taking over your other company, you want to feel that you’re going to add value to it, because you want to raise the value of it one way or another, you know, work on what you got, or acquire another business to benefit one you have. You still want to feel that you’re acquiring something of value.


Julie Wilkinson  18:58

Yeah. And I think people focus on so I think sometimes they do owners do think about people, but maybe they don’t, they’re always focusing on the people that they think are making the money not lesser in the back office. So you’d have to listen, last week we recorded someone that did a management buy in but it took three years. And the essence of them in the data. We go into a lot of it on the on the episode but the the essence was, the sellers hadn’t really considered it, but kind of got forced into it for different reasons. And the first thing the investor said so more like the angel investors, when they’ll come in to look at it was well where’s your finance team? You know, go and get yourself a CFO, and you know, then we’ll do it and you know, a lot of people trying to scrimp and save and trying to get the amount of times we see all charts on sellers businesses that say they have an FD and you go, Well, who is the person show me show me the CV, you know, and they’re like the sister or the brother or the wife or the husband or the person and they’ve never done a finance qualification in their life. They’ve never really ran a business before but they’re there So because though they they’re passionate about the business, but sometimes being passionate about business doesn’t give you the skill to run it.


Perry Newton  20:06

Yes. But again, I think that I think that’s awareness because I think, you know, it’s a little bit more awareness. And obviously, you’re, you’re bringing that, that awareness, you know, to people, forefront of people’s minds. It’s not, there’s certain things that you don’t want to scrimp on. And especially when you strategize. And when you’re, when you’re setting out, you know, on your journey, the partner things are, are really important for your business journey to do good partnering, like you said, you know, you can’t scrimp you can’t get a day from down the road who used to work for for our business. And, you know, he’s got some finance skills, you really can’t take that kind of a risk, you know, because there’s more elements coming into into play here, you know, you need somebody to sit down and strategize. What about if I do this? What if I do that, can I structure my that well, and somebody to kind of give you that backwards and forwards communication with you to give bring ideas that we hadn’t thought of,


Julie Wilkinson  21:06

and you’ve obviously, six, we’re having your exit strategy with you successfully selling I mean, you’ve obviously had experience of doing this. So when you sold your businesses or your group of companies, who did you eventually roll up and sell to it? Was it a bigger corporation,


Perry Newton  21:22

it’s not all, one was a partnership that we’d already had, like I said, they, they were becoming more of a dominant partner, you know, doing more and more roles. And so, you know, the conversation came up, and they wanted to acquire the rest of a certain certain part part of the business, or certain properties and businesses that go with it. So we let we let that go. And that arrangement was made. And there was other instances where we just had singular businesses that wanted to grow and acquire some of our such as both business that they had, they already had charter charter businesses quite big in the area, and they just wanted to take over as, so obviously, it was a deal worth doing. And we move that along. And, as always, you know, being in the hospitality sector, the hotel Mark market is always moving around, because there’s developers in there, and there’s people who want to manage hotels, you know, and, you know, we got approached by a big, a big brand, who liked some of our properties. They felt that by adding them properties to the portfolio, they would expand, you know, a high quality product in areas where they had no exposure. And that deal probably took about it was pretty quick, actually, probably about 18 months, couple of years. And then that that was done as well. And it came with a lot of to land and different bits and pieces to it. So yes, so lots of different things. And obviously, and we also had our uveal. At the time, you know, had, like I said, some, unfortunately had some health issues as well. And like we were talking earlier, his kids didn’t want anything to do with it. They were, you know, they’ve made lots of money over the years, the kids that fragmented, lived in the States, and they lived in Italy, and they lived here and there, they didn’t want to run a big business, they didn’t want to run even a little bit so that they were on any of it, they all had their own little things that they wanted to do. So they wasn’t interested in any of that. So it came a point where we just had so much interest in little bits of the business that were already going on it left, like some core assets. And we thought, well, we just sell all that now we’re just we just break the rest of it up and sell it. And, you know, and that was it. Everybody went there happy, merry way. And it kind of worked. I don’t think there’s any kind of, you know, set rule to it. But you know, we were positioned well for it. We knew at the beginning that these were options that will would at some point come. So we prepared for it from the beginning, because like I said, there’s only two ways you’re gonna go, you either gonna keep it, so they pass it to the kids or the family or you’re going to exit it that day. That is it. Really, there isn’t nothing else to think about. But you do need to be set up properly for the hour, I think.


Julie Wilkinson  24:25

Yeah. And so many people are seeing that. I mean, we see that in the acquisitions, like they’re not thinking about their setup enough. You know, we’ve seen deals where people have been talking about these deals for months, and maybe they start the due diligence a bit too late in the process. And then we’ve come in and found there’s like a random company that’s like the holding company or something, but actually got trade going through a few 100 grand is never been included in the valuation or people that have multiple trades and businesses, and they only want to sell part of the company. And now they haven’t got the rice. Well they can sell it but it makes it more complicated because they don’t have the good bookkeeping so they can’t split the they can’t show What what costs and sales relate to that part of the trade? Whereas, you know, like you if they’ve thought about 18 months or three years before and thought, Well, I’m gonna do this and spoke to that and got the right finance team and spoke to the right people, you know, getting the setup, right, they could potentially get split things out, get it set up correctly get the right things in place, and then it makes everything a lot easier. So yeah,


Perry Newton  25:22

well, it’s difficult enough, when you sat in board meetings with, with different companies. And especially when these different companies have different board members in it, they tend to look at a set of numbers, you know, the way they understand that they have accepted numbers, they are the, you know, the p&l that they have it laid out the way the way that they understand it. And it’s difficult enough sitting at different tables. And you have to tune in to how they they’re reading through it, especially as a team of people management team are used to looking at things and discussing things in a certain manner. This is, you know, this is one art in itself, I think, where you have to be flexible, you know, and patient. But, but what’s frustrating is when you sit at the any of these tables, and there isn’t the correct information in these documents, or there’s certain things are omitted for certain reasons. And you have to, you know, and you have to then chase this information through. And I find that intolerable, because no one’s got the time for this type of stuff, especially when, you know, I always kind of revert back to my Yorkshire computer, you know, it’s like, there’s something going out here and something coming in here. And it’s just a quick tally up of this one way or another. It’s just a more complicated look at it. But when there’s something’s missing, from one side or the other, for whatever reason, I find that intolerable. I just can’t be doing with it, you know, whether whether there’s funding, or there’s interest on funding, and it just doesn’t show in the books. Well, why isn’t it in the why the author books? Why would you? Why would you not include it, because that skews all the numbers now, or some of you know this, there’s some debt in there that hasn’t been accounted for. Because of some self imposed reasoning, you know, you can’t have this kind of thing going on, because it, these are things that waste everybody’s time and they’re so frustrating, because you think you’re looking at one thing, and then you actually turns out to be a completely different story. I really dislike that. When you’re doing due diligence, you’re going through this procedure, and you hit these kinds of roadblocks. And it happens a lot, a lot, a lot more than you would probably think. And I think sometimes it’s a bit of naivety, I don’t think it’s ever done maliciously, or kind of in a devious way. It’s just like, some people get used to bad habits.


Julie Wilkinson  27:46

Yeah, and this is why I wanted to get you on Perrier, we were coming to sort of towards the end of the episode. But I think it’s really interesting, because, you know, you run this sales and marketing company, you know, but you’re, and people are trying to find the right sales and marketing team. But all these things we spoke about is what is the business acumen that you’ve got, I mean, this is what you know, people get when they use experienced people in the in the field when they’re helping or not scrimping and saving, you know, trying to do the Facebook ads themselves without really the strategy because everyone just wants to spend on what they think is what’s gonna generate the income not really thinking about the brand, because, you know, if so, you know, someone’s looking to sell their business, but they need to build up, they might need to improve their brand, or their sales or, you know, sort of sort that out. It’s really interesting to think that you know, as a marketing, company sales and marketing, but you’ve got all this experience, and understand that this business business acumen, because you say the word board being, you know, I would say 50% of SMEs probably don’t even have a board meeting anyway. So just that alone, so just just to like, start those things in your mind, think about I’ve got to start my brand. And the brand isn’t just what people see on LinkedIn, or social Facebook is actually what do your employees think, you know, and then how we incorporate all the employees? So yeah, so ya know, it’s been really good to hear about, like your experiences. So just before we get off there, obviously come into the current day, and you’re 26 Six, you know, and we talked about the fractional ownership with what you’re doing now. So if people were looking so obviously this can help with their exit strategy planning, you know, what sort of guide would you give some of the few top tips to say, you know, if they were going to come to you and say, right, I want to improve my sales and brand, what sort of top tips I know you work in detail. People want top tips, could you get people to start? Start thinking about now whether they actually need to improve their brand.


Perry Newton  29:32

There’s a lot of kind of agencies out there do some great work. But But I think you don’t have to spend the earth doing it. I think it’s all it’s always good to have like a makeover session. Let’s have a chat about, you know, how do we look to everybody out there look to people that we are employing how do we look to the people who already work for us? How do they feel, you know, how do our customers feel, you know, and it’s always good to kind of have a look and your clients acquisition costs, all this kind of stuff is always a nice little meeting to have. But you don’t have to bring these agencies in who charge you loads of money to do it, they should really have some skin in the game, we certainly do. When we speak to our clients, you know, we, you know, we do quite a lot of jobs where we will speak to people for no money at all, or we just kind of have a chat to discuss things and see whether there’s a path forward for it, what you don’t want, is these these guys coming in charging, you’re like lawyers for every kind of phone call, you know, because there are a lot out there like that. It’s supposed to be, you know, a constructive kinda thing. You know? So, I would just say, you know, like I say, it’s a bit of a makeover session. So you know, what, when are you going to sit down and pay some attention to look back at your strategy again, you know, look back at your image of your company, you know, and where you’re going with it? Does it fit? Does it fit your image? Does it fit what you’re trying to portray out there? Is it benefiting you? And you don’t have to spend tonnes of money doing it, it just needs a little bit of thought, you know, do you need to mature your brand. Now it’s time to grow up? It’s time to look at coldly in the face and say, Okay, where are we going? Does it look good for future investors? Is this is this good? Would I buy it? Would I buy my business? Again? You know, would you buy it? Would you buy from it? Would you work for it? You know, these are? These are great questions to ask, you know, and, you know, just to sit down there, and it’s always worthwhile having a go to, and all these things, bearing in mind a budget table, you know, the same as staff motivation, and all the rest of it, and any kind of stuff on marketing. So all that all down to clever budgeting. Yeah, yeah.


Julie Wilkinson  31:50

Well, I know all about budgeting. And so yeah, so I think the essence is, you know, Pete, you give us some really good questions there. I think the main principle is to people, if they think about it, if they’ve never done this before, then probably it’s the time to start if they’re looking to exit. And even if they have done it, ask themselves, because we have similar questions on the finance side, ask these questions to themselves. And if they’re not sure, then I think I would be saying that’s probably the time when they need to start thinking that I maybe need to have like this, you know, this makeover assessment of the brand to make sure someone is actually going to want to buy it. Because like you say, if you’ve never really assessed it, then you wouldn’t know. And to be honest, this has been a bit of a learning curve. For me, I mean, I’m not like a marketing expert. So understanding how to manage your brand and stuff is really important.


Perry Newton  32:33

It’s not a case of just having someone come in and giving you lots of little graphs and charts and this to justify the poor performance. Because there’s, there’s such a lot of that going on, you want somebody to come in, and who’s going to help you, you know, not come in with a handout to start with somebody who you know, where you’re gonna get tangible change, you know, you know, where you can see it and feel it. And, you know, on the bottom line you see in it, you know, you know, there’s too many people out there giving charts and graphs and, you know, executive and board members don’t understand these graphs anyway, you know, what’s the point? They just want some results. They just want somebody to actually do what they say for a change, you know?


Julie Wilkinson  33:14

Yeah. So if anybody is looking for a bread maker or an e cig I get you where can they find you do want to give your contact details?


Perry Newton  33:22

Yeah, where you can find it online. 26, six, we’re out there, you can find us. We’re on the internet. We’re dead easy to find 26 With where there


Julie Wilkinson  33:37

are well, thanks so much. I hope you’ve enjoyed it. Hope you’ve enjoyed this show.


Perry Newton  33:42

Yes, I’ve enjoyed it. It’s been very nice. Oh, good.


Julie Wilkinson  33:45

And then if you and to our listeners, thank you. Again, if you’re listening to the show, it’d be great. If you want to hear more of acquisition exit strategy, plugged in, subscribe or leave a review on our apple channel, because there’s lots more to come. So thank you for listening. So once again, thank you so much for taking the time to listen to our podcast. I hope you found it useful. If you think there’s anyone else in your network that might benefit from our podcast and please share it with them, either 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 that come to you directly as a 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.