Momentum in Acquisitions

searcher profile

August 13, 2025

by a searcher from Louisiana Tech University in Orlando, FL, USA

When we created 4 Pillars Group with the intent to acquire multiple operating companies, I was overwhelmed. I had the opportunity early on to connect with searchers who struggled for years to find 1 deal but also independent sponsors and PE groups that were doing a deal a month. I could not figure out why some couldn’t find targets and others had too many to choose from. There are a lot of factors to consider and this is probably an over simplification, but for us it has come down to the compound effect of relationships and action over time. It truly is a fly wheel. When people see staying power, and you prove a few times over that you can close you get more opportunity. I wanted the silver bullet for deal flow and it doesn’t exist. Like with anything it’s constant work, reps, and doing what you say you are going to time after time. We are nowhere near the point of having too much deal flow or acquiring at the pace mentioned above. We don’t have sourcing figured out to the finest detail, but there are more doors open now than ever before due to the compound effect. Nothing profound here, and it wasn’t what I wanted to hear years ago, but for me it has been proven consistency and persistency prevails.
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Reply by a professional
from Embry in Orlando, FL, USA
You are absolutely right. I think it comes down to who is good at deal flow, and the multiple resources that are necessary to produce deal flow. Cold calling and emails are not enough, and sometimes meeting people who support the searchfunder community (in your area) can really help share ideas, and learn from best performers nation wide.
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Reply by a searcher
from DePaul University in Mt Prospect, IL, USA
Hey Jeff, I liked your post about the flywheel in deal flow. I’ve been at this a while, and a pattern I keep running into is brick-and-mortar deals where the owner is the cog in the wheel, everything flows through them, and pulling out the tribal knowledge is close to impossible. On top of that, valuations are often so far off that the economics of maintaining debt payments are already tight, and even a slight revenue dip would push DSCR into the danger zone. On the e-commerce side, many models depend on ad spend and platform algorithms. I’m curious…have you found ways to structure around those risks, or do you usually just move on quickly? And do you think there’s a point where applying too many stress tests crosses into being overly pragmatic and knocking out deals that might have worked? With so many businesses never selling, I’m also wondering how you filter early without closing the door on the ones worth leaning into.
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