Wednesday, October 29, 2025

Before You Hire a Business Broker—Watch This!

 


***New Video Alert!

This week, I’m answering a great question from a viewer named David who wanted to understand the real relationship between business brokers and business owners—and why so many buyers end up frustrated dealing with them.

I’m breaking down:

  • How business brokers actually get paid (and why it matters to you)

  • Why some brokers chase listings instead of real deals

  • What separates professionals from amateurs in the brokerage world

  • How to tell if a broker is really working in your best interest

  • What business owners need to know before ever signing a listing agreement

I’ve been on both sides of this. I’ve worked as a broker, I’ve worked with buyers, and I’ve helped owners sell privately. I’ll show you how the incentives really line up—and what you can do to protect yourself whether you’re buying or selling.

Watch the video here: https://youtu.be/XK74F1cf71Q 

Cheers,

David C. Barnett




Monday, October 27, 2025

Live Get the most from the online review game with minimal effort

 


Get the most from the online review game with minimal effort 

New Livestream guest- George Swetlitz from Right Response AI

I’m happy to have George join me on a live broadcast.

George understands the world of online advertising and has lead real world business rollups that depended on local advertising.

Tune in and as we’ll be discussing online reviews and how it is crucial in getting customers from platforms such as Google Maps.

This is a ‘must see event’ for anyone who does business with customers.

Be sure to join live so that you can ask questions, replay will be available.

Set yourself a reminder on YouTube here: https://youtube.com/live/CGhIGep-CP4 

We’ll be going live Monday October 27, 2025 at 1PM Atlantic Time and 12 Noon Eastern Time

See you there!

David C Barnett


Saturday, October 25, 2025

How to Value a Pre-Revenue Startup

This week, I want to talk about pre-revenue startups, because people keep asking me how to value them.



What Is (and Isn’t) a Business

If you’ve followed me for a while, you know my rule:

To be a business, you need people, capital, and a place—all working together to produce cash flow.

A pre-revenue startup has none of that last part. There’s no cash flow yet.

Instead, investors are pouring money into an idea, hoping that one day it will produce revenue and a return on investment.

That makes it risky—very risky.
It’s like funding an oil exploration company: you spend money drilling holes, and if you don’t hit oil, all that time, energy, and capital just disappears.

So How Do You Value a Pre-Revenue Startup?

Let’s look at an analogy.

If I went out and bought a dump truck, a backhoe, and some wooden forms to build house foundations, and parked them all in my yard, what would I have?

I wouldn’t have a business yet—but I’d have a pre-revenue startup foundation company.

If I wanted to sell it before I ever got my first customer, would it be worth something?
Sure—it would have liquidation value, based on what someone else would pay for the equipment.

That’s the same principle that applies to startups that have built technology, software, or intellectual property.

The Principle of Substitution

Let’s say a big company spots your startup and says,

“Wow, if we had this widget inside our existing platform, we could make a ton of money.”

They can see the value in your technology—but you don’t have any revenue yet.

What happens next? They apply something called the principle of substitution.

They ask:

  • Could we build something similar ourselves?

  • How long would it take?

  • How many people and how much money would we need?

If they estimate it would cost them, say, $500,000 to build, they might offer to buy your startup for less than that, because it saves them time and risk.

They might even offer slightly more if they can see that your solution already works, since building it themselves could introduce delays or surprises.

But ultimately, the value comes down to what the acquirer thinks it’s worth to them, not what you think it’s worth based on “potential.”

The Harsh Truth About “Potential”

Startup founders often say,

“Yeah, but look at what this could become!”

And that’s when I point them to another concept I’ve covered in my videos: Blue Sky.

Blue sky is the imagined, hopeful future value that might exist one day—but that nobody will pay for today.

The reality is that when a larger company acquires your startup, they’re not paying for your potential.
They’re paying for what they can do with it themselves.

The Bottom Line

The valuation of a pre-revenue startup is really just a combination of:

  • Liquidation value (what your assets are worth today), and

  • Substitution value (what it would cost someone else to build the same thing).

Everything beyond that—“potential,” “vision,” or “what this could be”—is blue sky.

It’s speculative, and in most cases, it’s worth exactly zero until real, repeatable cash flow appears

Learn How to Buy or Evaluate a Business the Right Way

If you’re serious about buying a business, check out my online course at BusinessBuyerAdvantage.com.

Don’t waste your hard-earned money chasing dreams and “potential.” Learn to evaluate businesses the right way before you buy.

👉 Want deeper dives like this? Join my email list at DavidCBarnettList.com  for early access to videos, insights, and 7 free bonus gifts.

Cheers, 

David C. Barnett.


Friday, October 24, 2025

A great Interview with the host of We Close Notes Podcast Scott Carson

 

Thinking of diversifying into business note investing? This ain't your grandma's real estate note. David Barnett joins us to expose the real risks of buying paper backed by businesses.

Forget passive income dreams; this is a hands-on (or hands-off-and-lose-everything) game. Buckle up, buttercup, because we're diving headfirst into the due diligence disasters and non-compete nightmares that await the unsuspecting note investor.

We're serving up a healthy dose of reality – this episode will have you questioning every "opportunity" landing in your inbox.

Wednesday, October 22, 2025

Top 5 Biggest Mistakes when trying to sell a business

 



***New Video Alert!

Thinking about selling your small business now or maybe a few years down the road?

In this week’s video, I’m breaking down the top five mistakes that quietly destroy business sales before they ever reach the finish line.

We’ll talk about why sloppy books kill credibility with buyers and banks, how a “you-dependent” business scares off deals, and why waiting too long to prepare might mean missing your best shot at selling.

Whether you’re planning to sell soon or someday, this one will help you see your business through a buyer’s eyes and avoid the traps that make good companies unsellable.

Watch here: https://youtu.be/V-63WwII-TI 


Talk soon,

David C. Barnett


Saturday, October 18, 2025

Why You Should Never Pay a Seller for Future Potential

 I want to talk a little bit about business valuation, specifically when you’re buying an existing franchise location—and how to avoid one of the biggest traps buyers fall into: paying for future potential instead of proven performance. https://youtu.be/Yu1xkgI8X9I 



The Franchise Valuation Case

I was recently hired to evaluate a franchise restaurant that was for sale.

When I perform a business valuation, I start by normalizing the income statement to calculate Seller’s Discretionary Earnings (SDE)—the total cash flow available to an owner-operator.

That SDE needs to be enough to:

  1. Pay the owner a reasonable salary

  2. Cover any loan payments for the purchase

  3. Provide a return on the buyer’s investment

  4. Cover CAPex needs as machinery and equipment wear out

Once I have that SDE, I compare it to data from hundreds of past business sales—properly normalized and tracked by the International Business Brokers Association (IBBA).

In this case, the restaurant’s cash flow supported a valuation of about $175,000. That represents the enterprise value—the business plus its inventory, working capital, and equipment, but not including real estate (since it was a leased location).

The Problem: Renovations and “Future Growth”

Because it’s a franchise, there were some obligations tied to the sale.

The franchisor required the new owner to complete a $100,000 renovation and pay a $30,000 franchise fee for the latest décor and menu updates.

The seller and their broker claimed these upgrades would increase sales by 20%—and therefore, profits would rise too.

So, they were asking for $150,000 for the business, plus the $130,000 investment for the upgrades.

What the Buyer Was Really Paying For

Here’s the thing: the only thing we know for certain is the cash flow that exists today.

If you agree to pay for the business plus invest in renovations because someone told you sales “should” go up, you’re essentially paying the seller for your own hard work and risk.

That’s not smart buying.

As I always teach in my business buyer seminars:

You pay for what you get. You buy for what you believe you can create.

But you never pay the seller for the future potential that you have to deliver.

The Reality Check

So I told my client:

If the cash flow supports a value of $175,000, and you have to invest $130,000 after buying it, your offer should be $175,000 minus $130,000 — or roughly $45–50K.

He made the offer.

And of course, the seller said no.

The business has now been sitting on the market for over two and a half years because nobody is willing to pay for blue sky.

“But I’ll Benefit From the Renovation…”

My client asked a fair question:

“Shouldn’t I pay a bit more since I’ll benefit from the renovations?”

Here’s the logic I shared:

If those renovations truly guaranteed higher sales and profits, the seller would have already made them.

They’d spend the money, see the higher profits, and then sell the business for a higher price.

But they’re not doing that—because they know it’s a gamble.

They want you to take on that risk and pay them as if the results were already proven.

That’s not how smart buyers think.

The Bottom Line

When evaluating a franchise (or any business), pay for the results that exist today, not the story of what “might” happen tomorrow.

If a franchisor or broker is trying to sell you on “potential,” remember: Potential is free. Proven cash flow costs money.

👉 Want deeper dives like this? Join my email list at DavidCBarnettList.com for early access to videos, insights, and 7 free bonus gifts.


Wednesday, October 15, 2025

The Surprising Truth About Investing in Golf Courses

 


***New Video Alert!

Ever wondered if golf courses really make money or if they’re just expensive pieces of land?

In this new video, I dig into a real question from a viewer who owns a golf course and isn’t sure whether he’s selling property or profit. 

If you’re thinking about buying, selling, or investing in a golf course, you’ll want to see this.

Watch now: https://youtu.be/aAYtEE6woA8 


See you on YouTube

Cheers

David C. Barnett


Saturday, October 11, 2025

Don’t Pitch Investors Without a Plan: Why Preparation Matters More Than Enthusiasm

I remember years ago, I met with a gentleman who believed he had a promising business opportunity tied to a piece of land. He had already borrowed money against the property, and now he was hoping to attract investors to pay off his debt and help him launch his idea.

On the surface, this might sound like the beginning of a great entrepreneurial journey. But there was one big problem: he had no plan. https://youtu.be/w0pJN4QB6Jk 


The Investor’s Checklist

If you’re seeking outside capital, investors want to know four simple things:

  1. How much money do you need, and what will it be used for?

  2. What’s the worst-case scenario, and what’s your Plan B?

  3. What kind of return or cash flow can they expect?

  4. How secure and sustainable is that return?

If you can’t answer these clearly, you’re not ready to pitch.

The Danger of Going Out Too Soon

In this case, the entrepreneur couldn’t answer basic questions like:

  • What equipment do you need?

  • What are your expected sales and terms of payment?

  • How long will it take customers to pay you?

He assumed everyone would pay in cash—yet his market (the construction industry) typically runs on progress payments and holdbacks. That means he could be waiting 90–120 days to collect. Without a sales forecast, he had no idea how much capital he would need to finance receivables.

If he rushed out to pitch with this half-baked story, he’d risk burning bridges with the very few people in his network capable of writing six-figure checks. Once you make a poor first impression, it’s much harder to come back later with a polished plan.

Build a Plan for You, Not Just the Investor

Too many entrepreneurs treat business plans like marketing documents—something designed to convince banks or investors. That’s a mistake.

The real purpose of a business plan and cash flow forecast is to show you whether the business is actually viable. If the numbers don’t make sense on paper, they certainly won’t work in real life.

Creating rosy projections without a foundation in reality isn’t planning—it’s salesmanship. At best, you’ll waste time. At worst, you’ll come across like a con artist.

The Bottom Line

Before you ever approach investors, make sure you can clearly answer the four questions above. Build a plan, test your assumptions, and stress-test your numbers.

When you finally do sit down with potential investors, you want to look prepared, professional, and credible. That way, your enthusiasm will be backed by a solid story that makes sense—not just excitement and hope.

If you’re serious about buying or selling small businesses, check out: My Business Buyer Advantage course at BusinessBuyerAdvantage.com

👉 Want deeper dives like this? Join my email list at DavidCBarnettList.com for early access to videos, insights, and 7 free bonus gifts.