Josh Li

I just acquired this physio clinic with no money down the deal structure: 100% vendor finance - $100k ebitda - $365k pp - $860k revenue Below are the actual mechanics in the deal structure

if the seller is good with longer terms, do that. This is the most aggressive but sustainable 100% seller finance offer i know. I used this on my most recent deal. i know guys whom has done 10 yr interest only with balloon yr 10. you can overfinance the deal aggressively then. would listen to what the seller wants. then workshop the deal.

100% - Seller Finance First 6 - Months Interest Only Month 6 - Balloon 10% of rev Month 6-23 - P&I Payments Month 24 - Second Balloon 15% of rev Month 24-36 - P&I Payments Month 36 - Final Balloon, Clear The Balance It's that easy, balloon funded via company cash and bank. repay a good amount of the debt and shift the rest from the vendor to a lender and keep the DSCR above 1.5

Q- How can my 18 year old son buy the auto shop he works at from the owner who wants to retire? (from my DMs)

learn how to acquire these types of businesses with no money down. this is how i built my multi 7-figure healthcare portfolio thru no money down deals. whop.com/the-owners-aca…

@MiamiBchBroker i never do real estate for my deals messes up the dscr

@thejoshli Real estate included?

i almost acquired a multi-million dollar brothel lol

@SMB_Attorney brothels, anything healthcare and septic waste mgmt from my exp

The two best business models in 2026: 1. RIAs 2. Pest Control

@onekelster he want all cash upfront i wanted deferred payments even though i offered half a M more

@thejoshli Not enough abgs?

@onekelster could not agree on terms

@thejoshli Missed out?

There is a business in your industry right now, owned by someone over 60, profitable, well-run, that will be acquired in the next 18 months. You will not know it is for sale until it closes. Because the deal will happen off market. Before any broker gets involved. Before any listing goes up. In a conversation at an industry event or a phone call or a coffee meeting that started with one question. "Have you ever thought about selling?" That acquisition will either be yours or your competitor's. The only variable is who makes the call first.

Single digit growth is a slow death 18% growth feels like a win until you realise your competitor acquired two businesses this year and grew 200%. You are not losing because you are bad at business. You are losing because you are playing a different game than the person eating your market. They are not better than you. They just stopped believing that organic growth was the only option.

Your existing business is a weapon you have never fired You own a profitable business. Banks will lend against it. You can also 100% seller finance the deal if you want to remove the risk exposure in the deal. Your existing cash flow is collateral. Your existing customer base is proof of concept. Your existing management team is evidence you can run an operation. You have been sitting on a loaded weapon wondering where you are going to find ammunition. The acquisition target next door does not require you to save a deposit. It requires you to walk into a bank with your existing business and the deal structure and let one fund the other. Any monkey can write a cheque. The real game is using what you already built to buy what you cannot yet afford. You have been playing with one hand behind your back.

The most underused move available to every single unit business owner in the world right now. Call your nearest competitors. Ask if they have ever thought about selling. If they say yes you have just doubled your business. If they say no you have started a relationship that might matter in two years when their accountant shows them the tax bill. The competitor you are spending money to beat in the market is also an acquisition target. You can outspend them in ads for a decade and gain ground slowly. Or you can own them in 90 days. Competing and conquering are not the same strategy.

There is a number your business will not go past no matter how good your marketing gets. You have probably been staring at it for two years. New agency. New hire. New product line. New campaign. Same ceiling. The ceiling is not a marketing problem. It is an ownership problem. You own one unit in one location with one customer base and one income stream. The ceiling breaks when you acquire

Your ads are paying your competitor's mortgage You spent $80K on marketing this year to grow 18%. Your competitor spent $80K on a accountants and lawyers and acquired the business next to yours with no money down. They now have your customers, your staff, your market share, and double the revenue. You have a slightly optimised Facebook campaign.

Single unit trap You built one business. It works. It cash flows. You are proud of it. You are also one bad month, one key client exit, one staff departure, one market shift away from a very stressful version of your life. One business is not a portfolio. It is a single point of failure with a nice logo. The operators who sleep well at night own multiple units. Not because they are greedy. Because scale is the only real risk protection. The second acquisition does not just double your income. It means the first one cannot kill you.

@GadzhiIman do a rollup, do not overcomplicate it

How to turn a 7/8 figure info business into a 9-figure net worth: Have insane level of stress tolerance + prioritize cash flow over revenue + focus on diversified acquisition + own multiple distribution channels you can't be deplatformed from + build a personal brand the market trusts more than your competitors' funding + start deploying your cash into other people's businesses + always make sure whatever you sell can get people results = an info business that prints cash for a decade = unlimited cash flow for investing and compounding to multi 9-figures This exact formula is going to make multiple info billionaires within the next 10 years. Get ready for it.

Debt phobia is a middle class disease Every wealthy person you have ever heard of built their position using leverage. Real estate. Leveraged buyouts. Acquisitions funded by the cash flow of the asset being acquired. The rich get rich on debt. The middle class avoids it and then wonders why nothing compounds. Fear of debt is not prudence. It is the reason most operators stay small their entire career and call it playing it safe.

The rejected offer is not dead. It is dormant. I call this deal archaeology. You make an offer. The seller says no. The price is wrong, the timing is wrong, the seller is not ready, the wife has opinions, the accountant has opinions, the dog has opinions. You note the conversation. You stay warm. You check in every few months. Not chasing. Just present. Then six months later something changes. A health scare. A key staff member leaves. A large client reduces their spend. The accountant finally explains what the tax bill looks like if they wait another three years. The wife changes her mind. The same seller who said no in March calls you in September. The business has not changed. The numbers have not changed. The seller's circumstances changed. And because you were the buyer who stayed in contact, who treated the no with grace instead of disappearing, who remembered the name of his dog and asked about the renovation project he mentioned eight months ago... You are the buyer he calls. Deals do not die. They just need time. Every offer you make that gets rejected is market research. You learn the real number. You learn the real concern. You come back in six months with the same number and a solution to the thing they were actually worried about. Deal archaeology. The best deals are the ones nobody else bothered to go back for.

There is a number that should terrify you in every deal and most buyers walk straight past it. Customer concentration. One client representing thirty percent of revenue is not a business. It is a revenue hostage situation. You do not own the company. The client owns you. The moment that relationship cracks, a third of your income disappears and the multiple you paid suddenly looks like a different calculation entirely. I have seen profitable, well-run businesses turn into nightmares inside eighteen months because the previous owner had one whale customer who stayed out of personal loyalty. The loyalty did not transfer with the keys. Before you sign anything, run the customer autopsy. Top ten clients by revenue. What percentage does each represent. How long have they been there. Are they locked in by contract or held by the founder's personal relationship. If one client is more than twenty percent, you need a story for what happens when they leave. Not if. When. Either price the concentration into a lower multiple, structure an earn-out tied to client retention post-acquisition, or negotiate a longer handover period where the seller personally introduces you to every key relationship. Never pay full price for a business being held together by one relationship that belongs to the person who is leaving. That is not a business. That is a house of cards with an information memo attached. this is why i love the the physio biz, cash is coming in each day.

There is a whole clergy of people on the internet whose entire livelihood depends on you believing that organic growth is the only legitimate path. I call it organic growth religion. The hustle scripture. The content calendar commandments. The ads agency gospel. The sales hire sermon. The brand building beatitudes. All of it useful. All of it slow. All of it designed to keep you engaged with a process that takes years and pays the guru the moment you subscribe, not the moment you win. The congregation keeps growing because the sermon feels true. Work hard enough. Build good enough. Market smart enough. Eventually the number moves. And it does move. Slowly. Incrementally. At the exact pace that keeps you dependent on the next piece of advice. Meanwhile the person who bought your competitor last quarter did not run a single campaign. They wrote one offer letter. The competitor's customers are now their customers. The competitor's staff are now their staff. The competitor's market share is now their market share. No ads. No content. No six week onboarding for a new sales hire who will not be productive for four months. One signed document. Organic growth is not wrong. It is just the slow lane. The acquisition is the fast lane. Both go to the same destination. Only one of them takes a decade to get there.