Ryan Clark with The Veld Group

Intro: [00:00:07] Broadcasting live from the Business RadioX studios in Atlanta, Georgia. It’s time for Buy a Business Near Me, brought to you by the Business Radio X Ambassador Program, helping business brokers sell more local businesses. Now here’s your host.

Stone Payton: [00:00:32] Welcome to another exciting and informative edition of Buy a Business Near Me. Stone Payton here with you this morning and you guys are in for a real treat. Please join me in welcoming to the program with the Veld Group. Mr. Ryan Clark. How are you, sir?

Ryan Clark: [00:00:52] I’m doing fantastic. So thank you for having me.

Stone Payton: [00:00:54] Yeah, we’re delighted to have you on the show. I’ve really been looking forward to this conversation. This is a new series on the business radio network, and I can’t think of a better way to kick it off than to have you come visit with us. Before we dive in to deep, can you give us just kind of a primer, just a little bit of a background mission purpose? What are you and your team really out there trying to do for folks?

Ryan Clark: [00:01:23] Well, you know, for the last 21 years, we’ve been listing, selling and marketing companies on a very high level, honoring our clients, finding value wherever we can find value for them, and then really managing the process, facilitating the sale, sort of being kind of their guiding presence and working with other professionals along with ourselves. There are other advisors, but really managing the human component of the transaction from beginning to end.

Stone Payton: [00:01:53] So actually that’s one of the very first questions I have. I own 40% of you know, we’ve got a pretty good thing going here and we don’t have our exit strategy completely nailed down. But but I got to tell you, one of the things that that that Lee and I have surely absolutely zero clue about is how do you go about valuing your business as you begin to prepare for for an exit?

Ryan Clark: [00:02:20] You know, absolutely. It’s a great question. We started out our firm. We began as a as a certified valuation firm before we got into brokerage and M&A. So our background is valuation. I would like to tell you that valuation, you can open up a book and figure out how to value a company, but it’s definitely part art and part science. In the end, in most cases, it boils down to ultimately what is somebody willing to pay? And not every not everybody values the same business the same way, depending on if it’s a strategic buyer or somebody who’s a little bit. You’re doing an acquisition for other purposes or someone who just wants to buy your company and add on to their portfolio. But in the end, it comes down to some basic principles. There’s various valuation methodologies, but ultimately it comes down to profitability and risk. Those are the two where they really meet. And so so how risky is this cash flow or this profitability is coming from this company? Risk can be assessed using multiple variables when it comes to risk. Just company infrastructure, assets, contracts is really the stability of that cash flow or the revenue that company is generating. So there’s all sorts of things we look at risk age of equipment, customer concentration, which could be could be negative, positive in some cases where maybe all your customers are coming from one source, the strength of your supply chain, all these different variables, you kind of evaluate all of them and then you sort of put a kind of a value overall or a range of value ultimately in that company. How involved is Stoneleigh in the operations? Can anything revolve about stone and can they take a vacation? Or if they’re not there, the whole thing crumbles to the ground? I mean, that’s a huge risk factor associated with an acquisition. The independence or the autonomy of a certain company.

Stone Payton: [00:04:15] Well, I’m glad I asked, and I’m glad that you mention that, because I got to believe many of our listeners, gang, that’s one of the things you got to think about. If you’re serious about an exit and you want to get your organization ready to sell. It can’t be dependent on you, right?

Ryan Clark: [00:04:30] Well, it depends on the size of the company. You’re right, though, for sure. I will tell you, most companies in the range that we deal with, you know, first thing we do when we’re beginning the exit planning process for our clients, it might be six months before the exit. It might be three or four years before they plan on the exit. But it’s really creating a situation where key employees and people besides the ownership are they’re really empowered to perform certain tasks that are going to be valuable in an acquisition for a potential buyer, because that’s what buyers are looking at. Depending on the size of the acquisition, whether you’re larger, more institutional buyers or private equity, they’re going to want people they’re remaining they’re buying a lot of that human capital and they want them to remain in the company to be able to carry on without the ownership.

Stone Payton: [00:05:16] Now have you found in your experience that the the equation is a little different for some industries versus others, or is it just really incredibly individual case scenario?

Ryan Clark: [00:05:31] Well, absolutely both. Those things are true. Right. So it really is going to come down to the individual company. I mean, you could have two, two businesses in the same industry that will trade it completely different multiples. Right. So it’s not really industry specific. What as I mentioned at the beginning, it’s kind of where the the risk meets the the other variables of the business. How risky is this company that I’m taking on? A very low risk business, let’s say government contracts and all sorts of stability might trade at a higher multiple than a company who has much more volatility with it, with the expectations are going to be very different from the person doing the acquisition. They want to get their money back and return on their investment much sooner. And then somebody who understands that stability and willing to wait it out for maybe five, seven, ten years possibly.

Stone Payton: [00:06:20] Yeah. So I’ve got to know, man, what’s the back story? How did you get involved in this line of work?

Ryan Clark: [00:06:28] Yeah. You know, everybody has a story. I started out after school and financial planning, financial sales, setting up for one day selling insurance products, things like that. I’ve always been pretty good dealing with people, communicating, sending my message. And one of my associates, Michael, found of the company, he got back from getting his MBA in Michigan and said, you know, let’s build a company, let’s do something for us. We all had various backgrounds, whether it’s CPA, MBA valuation sales, and we decided to build a firm start it out. The main focus was helping the small to lower middle market business owner value the companies correctly, then eventually exit. So it was really about finding our purpose and where could we be the most value. That’s why we kind of carved out a segment in the in the size of transactions that we do that’s a little bit unique, too big for the typical business broker, maybe too small for traditional M&A, where we’re really adding value to the to the business, sort of the mom and pop people have blood, sweat and tears. 20, 30 years, built a company and now they want to exit gracefully. So that was really our our driving force was how can we best serve and how can we best help help the small business owner? And we found a nice niche.

Stone Payton: [00:07:43] It must be incredibly rewarding work, man. You must really enjoy it.

Ryan Clark: [00:07:50] Yeah, it is. You know what? It’s it’s a little bit of it’s obviously not, you know, it’s not for the week. I’m going to be honest. It’s like setting realistic expectations for all sides, managing human beings through a very long, emotional process, deal structure, making everybody happy, getting everybody understand perspective. Not not the easiest thing to accomplish. I will tell you that. However, when you take a business owner who’s built a company long term, 20, 30 years, not everyone is like the summer, just they’ve own it for six months, but ultimately they want to exit. But when you take especially that family, that person has put their their life on the line. Long weekends, not travel and doing all the things to build a business and grind it out, to be able to develop a plan to allow them to exit on their own terms. It is a pretty magical thing. Then on the other side, you know, depending on the buyer, if you have a larger institutional buyers, a little bit different. But if you have, let’s say, somebody getting out of the corporate world by high net worth individual who wants to buy a company cash flow and a million, $2 million, which is pretty common out here in Southern California, getting them to transition and allowing that transition from that more structured corporate space into a small business and accomplish their dream, seeing what they’re made of. Yeah, it’s a it’s a pretty magical thing on both sides. And we’re the facilitator of that, right? We’re guiding people through these processes. We are they’re psychologists where they’re educated, where their lives are. We’re all the above. Right. Talking to them on and off the ledge at every turn. But that’s part of our skill set and that’s the skill set that you’ve been able to create through time.

Stone Payton: [00:09:29] I love it. Yeah, it just occurred to me while you were talking and I’m applying a lot of it to me and Lee, right. You might have to be part therapist, you know, because. Because Lee and I are on the same page on a lot. But when he gets when it comes down to this, we may have some very you know, we’re just like a married couple, right? We’re we got this business marriage.

Ryan Clark: [00:09:50] Absolutely. You know, my goal is always to create an atmosphere where all sides work together, try to find a place where everybody’s happy. That’s not easy to find that happy space for all. And through doing that, you have to understand different people, different cultures, where people come from personality types and navigating through that. And that’s really, I would say if there’s any skill set you develop over a 20 year career doing 1000 plus transactions through all that experience, it really is understanding how to, to, to help people manage themselves and manage their own emotions. Right. Most transactions will fall apart five, ten, 20 times through the 8.2 months it takes to actually sell a company. Right. Even when you’re under contract, the deal will fall apart because people will draw a line in the sand. And that is just kind of human nature. Everybody has their limits. And so being able to getting the other side to really understand the other person’s perspective and why they feel that way, it takes it takes a lot of skill, a lot of work, you know, having to stand up to your clients, having to do what’s right for them, even when maybe through lack of experience, intuitively, they don’t really feel like it’s right for them. So you have to show them the path and show them the way. And that’s why they’re engaging us. That’s why they’re bringing us on in the first place.

Stone Payton: [00:11:11] Okay, let’s talk about me some more. It’s one of my favorite topics and it’s my show, right? No, no. I’m applying all this to to me and Lee. And we’re I think our value system, we’re transparent, our our work practices are very transparent. And I got to say, I don’t know that I would want the market to know that we’re that that we’re on the market. Can you do this with some degree of confidentiality, at least in the early stages?

Ryan Clark: [00:11:39] 100%. So here’s what I will tell you. Almost every business transaction is extremely confidential. The last thing we want is the word getting out on the street that this company is for sale for whatever reason, for staff or customers, for suppliers or vendors. I mean, it’s definitely something that you do not want to be known. So most transactions are highly confidential all the way through to the very end. Some potentially could get exposed. You kind of have a game plan in place for that, but the process is pretty is very formal. You know, a typical buyer will reach out to us through one of our various mediums, be fumbled to our company. They will complete a three page non-disclosure form, confidentiality agreement and a full financial profile. So now we know who the buyer is, what they do for a living, what they’re looking for, interest they have, and the types of businesses looking to inquire. And then at that point, we’ll send them out the full comprehensive overview of the company, right? That gives all the granular detail that they’re looking for in an acquisition.

Ryan Clark: [00:12:40] But at first they’re seeing a generic kind of teaser out there in the open market. It doesn’t really give it away. You know, it’s a radio station, it might say West Coast based radio. Station over 20 markets. Nothing specific. It could be a lot of different companies that fit that profile. And then I will say once they signed the NDA and they get through that process, the majority of buyers, they’re very respectful of the business owner. Most of them own companies. They understand what it’s like. They don’t want the word to get out, especially if there’s a serious acquisition candidate. The last thing they want to do is devalue the company by doing that and let somebody else know that it’s possibly for sale and get cut out from underneath them. So confidentiality is sort of part of the process. We make sure people understand the reasons why we keep it confidential. And it’s written in every email, every correspondence, every disclaimer is that this information we’re providing is for you and not to be shared with anybody else.

Stone Payton: [00:13:35] So you’ve mentioned a couple of times 20 plus years doing this. Have you had an opportunity along the way to to have the benefit of some mentors, a mentor, too, and have you now that you have this experience base, have you taken the opportunity to to mentor anyone else?

Ryan Clark: [00:13:59] Yeah, it’s a good question, I would say. A lot of my mentors over the years have been not really direct mentors. Just do some of my training growing up. Just experience being an athlete, coaches, I would say. And then early on in my career, studying a lot of strengths in someone like, say, Tom Hopkins, who’s a sales guru. Right. Learning, learning lessons from Hopkins, getting to having the pleasure to play golf with him. When I was young in my early twenties, reading his books and kind of taking a lot of that philosophy. So as far as direct mentors, you know, this is really interesting. We got started in this business. We were young, we were in our late twenties, early thirties, and we didn’t know a whole lot. And I will tell you, through just really grinding through transactions and learning on the fly, it really helped us develop a system that we were able to perfect and didn’t take a lot of outside influence, to be honest, to to really incorporate into the way we do things now. We did here and there, but there was really nobody directly that would say older than us, more mature, that we just took took us under our wing and we learn. Now, on the flip side, yes, I mean, take a lot of pleasure and and teaching people, giving away a lot of information, coaching people within some of my advisory groups that I’m part of.

Ryan Clark: [00:15:19] When you when you sort of when you’re really engaged in an industry and you sort of you kind of know your place in that industry, I think it becomes more common that you’re willing to share a lot of insights and a lot of information on what you’re trying to get done and how you can help people. Because ultimately that’s the goal, right, is to help people through these situations that they’re in and do it the best way possible. So I do give a lot of advice to a lot of attorneys, a lot of accountants, a lot of dealmakers, because ultimately they want to know from a real hands on experience standpoint, how should this transaction go? And there may be looking at it a little bit more compartmentalized rather than looking at it holistically from an entire transaction standpoint, we have to be in tune to a lot of the parts of the deal from the legal side, from the accounting side. Well, we’re not giving legal advice or we’re not CPAs just being aware of the various types of methodologies that people can use in the right kinds of advisors to refer them to.

Stone Payton: [00:16:17] So I know in our work there are a handful of what would you call them, misconceptions, preconceived notions, assumptions. You know, I feel like we approach our whole strategy toward leveraging media to help people and make money a little different. And so I know I can almost anticipate I’m going to run into a handful of some of the same misconceptions, preconceived notions. Are there some misconceptions, common misconceptions about about your industry or your business?

Ryan Clark: [00:16:52] You mean just in general from a I would say from an intermediary standpoint, there’s probably going to always be some, right. Because of the, I guess, misunderstanding the value that we’re bringing to the table. Right. Ultimately, when we’re being brought in on a referral basis from whether it’s a wealth manager, financial advisor, you know, ultimately everybody’s waiting for this event. And the event typically comes when we bring the buyer to the table and close the transaction. That’s when this liquidity event or major event happens for a lot of different people. So I would say the value of a good intermediary, it’s it’s the glue that holds a transaction together. It’s the one who’s going to kind of guide all sides through this process now. Yes. Can somebody get into this business without a lot of experience and really not have that volume and say they’re an intermediary? I’m a broker. I’m an expert. Of course they can do that. Right. Right. But to be a seasoned one who’s made it through, you know, all of the battles, that this is a a tough business to get through once you’ve done it for a long period of time, you sold maybe 50 to 100 companies and you’ve been through some of these battles. You definitely have a perspective that is going to be very unique and very different now as far as misconceptions go on the buy and the sell side. Absolutely. There’s dozens of them, right? The seller is always, not always, but will typically want more money than somebody worth.

Stone Payton: [00:18:18] Right.

Ryan Clark: [00:18:19] And the buyer doesn’t want to pay as much money as the business before the buyer wants to get it with no money down and seller finance and the seller wants all cash. Right? There’s all sorts of variables where you have to bring people together and set realistic expectations. I would say that’s sort of a misconception or not getting people who maybe have read a book or two on how to buy a company to understand that’s maybe not necessarily how you buy a business or what you’re going to be left with with that type of a business isn’t going to be the kind of business that you want to buy. So if you are going to buy a good business, there’s going to be general rules and principles and the way you got to go about yourself and how you have to handle your. So one thing I will tell most buyers who come to us always share a lot of information. Tell us who you are, where you’re getting your money from, what you can afford. Give us a snapshot, an accurate snapshot as to who you are. And then we’re going to be better help serving you, guiding you in the right direction, and really giving you these opportunities that may or may you may or may not have access to on the open market transactions and listings that just come in or an opportunity that we’re working on.

Ryan Clark: [00:19:27] It’s all interaction, right? It’s developing a relationship or in a relationship business with buyers and sellers and other advisors in our industry. So ultimately it’s about being transparent and being straightforward and honest. That’s the way you’re going to get it. That’s where you’re going to get what you want if you’re a buyer developing that relationship. Really common conversation I have with buyers, whether it’s dealing with myself or my company or anybody else. Find people who sell companies like that that you want to buy and develop a good long term relationship with them and get them to understand. You’re an easy person to work with. Your flexible, your liquid, what you can spend. And once an intermediary understands that part of the equation, then they can help guide you through it. If you’re going to be secretive and not tell them who you are or where your money from and just kind of demand information, you’re not going to get very far in this business. So really having that openness is really the key, I would say, working with buyers.

Stone Payton: [00:20:24] Well, as you were talking. Two things. One, I think you painted, at least for me, the absolute perfect picture that brings it into focus for why it is so important to have someone like you with the specialized knowledge, with the experience, base, the expertise to facilitate that, what can be, I guess, a pretty sometimes a pretty big gap in the beginning. The other thing that’s beginning to dawn on me a little bit, this whole world, when it’s done right, is much more relationship oriented, relationship dependent than transactional than I guess I was anticipating. Is that accurate?

Ryan Clark: [00:21:07] Oh, 100%. It really is. In the first the first comment, yes, I’ve mentioned the word perspective a few times. And I think you gain you gain perspective through wisdom. You gain wisdom through experience. So I think that as you have perspective and you can share that with people, that’s what keeps people on track, right? That’s what keeps the buyer and seller moving towards the ultimate goal because you can share real true life perspective as what will happen or what could possibly happen if they do go down a road that maybe they’re thinking about going down. And that’s helpful. That’s part of the success rate. That’s how we sell 82% of our listings. Historically, our companies wow. Industry average is about about 33%. So yeah, that’s that perspective is a huge part. Now the second part of your question, I can’t remember if you can refresh my memory on that one.

Stone Payton: [00:21:53] Well, just just just relationship. This is a much more relationship oriented than transactional. I guess I had a frame around it that was much more transactional.

Ryan Clark: [00:22:02] No, I will share with you. So we were just recently we just closed a 27 location, fast casual franchise or representative franchise. Right. So the franchise was a brand that I’ve known and well known out here on the West Coast. However, the seller of the franchise or came to me because I helped them do some acquisitions on another another large chain down in San Diego a couple of years back. Right. So I had developed a relationship with them as a buyer and then they came back through as a seller. That happens in reverse and backwards and forwards all day long, right? So there might be a company that we helped build. We helped bring them from maybe one location to 35 location, and then we’re involved in the sale 14 years later. So it is definitely a long term relationship, not one transaction at a time. You’re always thinking big picture, and I think that’s how we’ve survived really 20 years. It’s because that is our mentality and everybody knows it. So we’re always thinking about down the road and doing the right thing because this is this is your lifeblood from the seller’s side.

Ryan Clark: [00:23:10] While we represent the seller exclusively in almost every situation, many of them are just one and done. You sell their company, the retired. They’re gone. Yeah. That buyer who we don’t always represent becomes our seller down the road in the future, and they come a buyer as well. So it’s very important to balance this and be very honest and transparent through our process with the buyer and the seller. Just because we represent a seller doesn’t mean we’re going to go along with maybe their antics one way or another. We’re going to be honest with them. We’re going to be straight with them because we know that ultimately it’s going to potentially kill their transaction. So we want to be very straight about that with them and get them on the right track. And that’s really where the tough work comes in, getting people to understand your perspective and your. Where you’re coming from. It’s kind of Dale Carnegie. Maybe a mentor of mine. Something I’ve learned from him. Getting people to understand where you’re coming from is is really important and understand where they’re coming from.

Stone Payton: [00:24:09] I got to say, 82 point something percent versus down in the thirties. That’s what an impressive track record. And I think you’ve probably at least partially already answered this question. But I’m going to ask it anyway, because it’s so many of our listeners want to want to get some insight on this topic. And it’s it’s largely my role in my company. But I am curious, how does the whole sales and marketing thing work for a company like yours? It seems like it would be a it seems like once you once you’re in a conversation like this. My guess is they signed if they’re. But like like like that new business. Those those new relationships. How. I mean, can you advertise? How does that happen?

Ryan Clark: [00:24:53] Yeah, I would tell you, it’s interesting. So obviously through websites and when you have a lot of companies on the open market, even confidentially, through the various marketing mediums that you use to advertise your businesses, people see that, right? Business owners see that they’ve acquired on businesses. And when you’ve been doing it for 20 years, a lot of them have come through our system. We get a lot of sellers who came through our system at some point to try to buy a company. They didn’t buy something from us. Maybe they found something different. Maybe they moved on in a different direction. But then they did maybe acquire something and they remember us. They remembered the process, they remembered the NDA, they remembered being qualified, and they remember the level of information that our phenomenal marketing team gave them. And they said, Wow, if I ever want to sell my company, I’m getting involved. A call that’s where I’m going to go with I didn’t really care for the guy I bought the business through. I’m going to I’m going to get through that. So back it up about the 80. Yeah, when you talk about 82%, there’s so many factors that go into what’s going to give you a high closing ratio, right? The relationship with the seller, I would say before we even get into the industry, Stone, it’s about the relationship that you have with the business owner. Is this someone who we want to align ourselves with? Do they have the same? Are our incentives aligned with them through this process? If they’re just testing the waters, they’re not serious about selling or they’re thinking their expectations are much higher than what we even think the market would could eventually bear for them.

Ryan Clark: [00:26:17] It might not be worth it for us to engage them and to take them on. Right. So we have as much as decision making at the beginning is they do obviously, right. We can choose if we want to engage them or not. So that’s a big part of it. You know, pricing the companies correctly, another part of it, making sure they’re valued the right way, making sure that ultimately they’re sellable, listing the right types of businesses and then qualifying buyers and really making them go through a process. And then once we get into an LOI or a contract base, managing that process, effectively putting out fires, keeping plates, spinning all the cliches you want to come up with, that’s what gets you and translates ultimately what comes out at the end at an 82% closing ratio. It’s not just a simple, okay, we had a lot of buyers coming in, so we’re able to sell. A lot of buyers know how to find us. We’re not that difficult to find. It’s about getting through. A transaction is really where the magic happens. And that’s really the value that a real experienced intermediary or broker or M&A advisor is going to really hold that value, not just putting it on a bunch of websites and having people find you. So yeah, a lot, a lot to it in that in that in that perspective for sure.

Stone Payton: [00:27:28] Yeah. Okay. Before we wrap, if you would, let’s leave our our potential buyers and sellers out there, even people that are just beginning to think about this and want to learn more. Let’s leave them with a couple of pro tips. Just something they should be thinking about reading, doing, not doing. Just a little something they can sink their teeth into, if you would.

Ryan Clark: [00:27:49] Absolutely. There’s a few of them, right. Typically, when it comes to value, speak to a professional that sells companies. Once they start evaluating your company, don’t necessarily just take the advice of some other advisor or your Uncle Louis or somebody like that for your company. Speak to someone who does it for a living and then start setting expectations based off of that. So that way you’re going into this thing, you know, somewhat realistic knowing that, okay, if I’m going to sell, this is really what it is, but be open with a professional, share financial data with them, be very transparent. The things that keep you up at 2:00 in the morning that you’re scared of, make sure they know about that as well. So that way they can find ways to mitigate that. But so these are sort of some very high level suggestions when you get in down to like maybe more than meat and potatoes type stuff, organize your financials, make sure you have organized panels, income statements, balance sheets, tax returns. That’s sort of the financial component of it. Make sure you have your financials together because buyers are going to expect to see that and from an organizational standpoint. When I mentioned the owner’s role in the company, start empowering people maybe to take some of the menial tasks of the owner.

Ryan Clark: [00:29:05] Does preparing the company a little bit better for an acquisition? Definitely a nice component. And then a third thing I’ll say, concentration. Depending on the industry. You want to have diverse revenue streams, sometimes especially small businesses. It’s very difficult to not get stuck in a concentration concern where you’re maybe making a product for a large company and you’re sort of beholden to them. It becomes very easy to do that. So it’s not always a bad thing if their infrastructure is all also set up and they’re very reliant on you. But I would say in general, having a very diverse income stream, we’re that way, maybe not one customer, 15, 20% of your revenue, you keep it down 5 to 10%, spread it out. That’s going to most buyers are going to look at that for an acquisition standpoint. I think it’s going to be more diverse, a more stable, more steady revenue stream. So those are sort of some tips off the bat. It’s really polishing it up, making it a better company, a more refined company before you take it to the open market, because these are the things that the buyers are going to exploit very quickly. They’re going to pick them apart and they’re going to look for real value in some of the nuance that’s going to exist within your business.

Stone Payton: [00:30:17] All right. Okay. So if someone wants to reach out to have a conversation with you or someone on your team, let’s leave them with some coordinates, whatever you think is appropriate, whether it’s an email, a website, a LinkedIn. But I want them to be able to connect with you and and open up a conversation if it makes sense. So let’s leave them with some some points of contact, if we could.

Ryan Clark: [00:30:38] Absolutely. I would say our website, we have multiple sites. We have our Main Street site, which is the group dot com more of the M&A focused site where a lot of our energy goes is build Macomb V is and Victor is an Edward Ellis and Larry Diaz and David Amazon Mary A is in Apple.com. My personal email is Ryan at Veld Markham. Our phone number here locally is area code 31065283533106528353. And yeah, we have a couple different offices in Southern California. We work with buyers in some cases in different parts of the country. Our focus is California, San Francisco, down to San Diego all through this massive state. But we do work in transactions in other states as well, depending on the licensing.

Stone Payton: [00:31:29] Well, Ryan, it has been an absolute delight having you on the show. Thanks so much for coming on and sharing your insight and your story. This has been informative, inspiring and a marvelous way to invest a Thursday afternoon.

Ryan Clark: [00:31:43] Man Thank you, Stone. I really appreciate your time as well. And allowing me to share some experience with your with your audience and anywhere I can help somebody feel free to reach out.

Stone Payton: [00:31:54] Fantastic. If you would stay on the line, I’d like to chat with you for just a moment after, but we’re going to tell these folks by. Okay. All right. This is Stone Payton for our guest today, Ryan Clark with the Veld Group and everyone here at the Business RadioX family saying we’ll see you next time on Buy a Business Near Me.