Selling Your Consulting Firm What Buyers Want

Have you ever noticed that the harder you try to win the business, the less trusted you feel? What if the real power move in consulting isn’t persuasion, but indifference? Well, Peter Block has spent more than forty years redefining what it means to be a consultant. He’s the author of Flawless Consulting. He’s shaped generations of advisors who want to move beyond being vendors and become true partners. What makes Peter different is this: he never built his firm around scale. He built it around contribution, around trust, around asking clients one uncomfortable question: “What’s your contribution to the very thing you’re trying to change?”

In this episode, you’re going to learn how to structure sales conversations that build authority without boasting, how to handle resistant stakeholders without losing your grounding, and why implementation always begins with relationship. Because, in the end, consultants who win aren’t the ones who persuade better, they’re the ones who are willing to tell the truth, even if it costs them the deal.

In this episode you will learn:

• How to structure your business so that it’s not dependent on you.

• How to build a repeatable sales engine that increases enterprise value.

• Why understanding your market at a deep, practical level is one of the most overlooked drivers of growth and valuation.

• How AI is changing what makes a firm attractive and what you should be doing now to stay ahead of that shift.

Welcome to the Consulting Success podcast. I’m your host Michael Zipursky, and in this podcast, we’re going to dive deep into the world of elite consultants where you’re going to learn the strategies, tactics and mindset to grow a highly profitable and successful consulting business.

Before we dive into today’s episode. Are you ready to grow and take your consulting business to the next level? Many of the clients that we work with started as podcast listeners just like you, and a consistent theme they have shared with us is that they wished they had reached out sooner about our Clarity Coaching Program rather than waiting for that perfect time. If you’re interested in learning more about how we help consultants just like you, we’re offering a free, no pressure growth session call. On this call, we’re going to dive deep into your goals, challenges and situation and outline a plan that is tailor made just for you. We will also help you identify where you may be making costly and time consuming mistakes to ensure you’re benefiting from the proven methods and strategies to grow your consulting business.

So don’t wait years to find clarity. If you’re committed and serious about reaching a new level of success in your consulting business, go ahead and schedule your free growth session. Get in touch today. Just visit Consulting Success – Grow to book your free call today.

David is the Managing Partner at The Firefly Group, focusing on acquiring and growing lower-middle market companies. With over two decades of experience, he partners with management teams to drive operational excellence and long-term value. Previously, David co-founded Spring Mill Venture Partners and held leadership roles at ServiceMaster Ventures. A former U.S. Navy officer, he teaches at Indiana University’s Kelley School of Business and serves on non-profit boards. He holds an MBA from Harvard Business School and a BS from the U.S. Naval Academy.

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Welcome, David.

Yeah, thank you. Glad to be here.

Yeah, I’ve been looking forward to this conversation. It’s a different type than we typically have on the Consulting Success podcast, given that your firm actually acquires professional services firms and consulting firms and so forth. So really looking forward to diving into the conversation so that everyone can better understand what they should be thinking about if they ever want to sell their firm and how they can increase value.

So I thought we could start our conversation really around what revenue level does a professional services firm need to hit before acquirers will even kind of pay attention to them? Is there a magic number?

Yeah, it’s a great question. And they come in all shapes and sizes. For us, we kind of think that minimum threshold is around $10 million. That’s where it gets us interested because it has enough scale and infrastructure to it, and it is probably less dependent on one or two people. And so we want to have that as a minimum. And then we’ll look at companies up to typically $10 million to $100 million in revenues. There are a lot of great smaller companies than that, let’s not get that wrong. But they’re a little bit too small for us.

Are you of the opinion that, let’s say, if a company is doing $3 million or $5 million in top-line revenue, that the chance of them selling their business is slim to none, or is it a different type of buyer? What are your thoughts on that?

I think all businesses can be bought, it’s just the valuation they are bought for. Right. So I think every business has a potential buyer in most cases. But that $3 million to $5 million business is a little more challeng. Right, because it can be dependent on one person, maybe in a smaller market, and there is more risk. And so you’re trying to balance that risk-reward profile.

So if a company is doing, let’s just call it $10 million, is there a level of profit, like the profit margin that you would be looking for to think, “Okay, this is a healthy business,” or how do you view profit margins in relation to top-line revenue?

[03:11] – The Financial Metrics That Drive Firm Value

Yes, we think of an EBITDA margin. So as we think about EBITDA, normally for a professional services business, you want it to be a minimum of 20 percent. Oftentimes you’ll see professional services businesses up 50, 60, 70, 80 percent in some of these businesses. But if it’s less than 20 percent, that’s problematic. But 20 percent is kind of a minimum threshold before we even take a look.

And is there kind of a mix? I’m wondering your view on recurring revenue versus project-based work inside of the business. Do you lean more towards one or the other? How do you kind of think about that if a business is charging, let’s say, hourly fees, or if they have project-based rates, or if it’s recurring revenue?

As you know, in professional services, it can come in lots of shapes and sizes. Everybody is always chasing recurring revenue. But we know in professional services there may be some things that aren’t recurring revenue. So we look first, is there recurring revenue? If there’s not, is there re-occurring revenue? So I can look back and say, “Okay, I don’t have recurring revenues with this client, but I’ve worked with this client for 10 years.” And so if we go, “Okay, well that’s a good data point.” Now I look at, is there one person on your team who’s had that relationship for 10 years, and is that relationship all tied in one person? So then I look at that. So recurring revenue, re-occurring revenue, and looking at the mix of that, because what you don’t want is the majority of your revenue just being one-off, project-based revenue.

So beyond top-line revenue and margins, what are some of the other key metrics that you look for in evaluating a professional services firm? And I recognize there’s likely quite a few, but what are the top ones that really come to mind for you?

Sure. Obviously, the team. People talk a lot about the team. Who is the team who makes this up? Are these the A-players that you’re looking for? Is all the revenue tied up in one or two people in that firm, or is it pretty spread out? And you have a good mix, so that reduces risks. What’s the market they’re playing into? Is it a market that’s interesting and compelling and growing, or is it a market that’s too small and nichey? A lot of people say, “Hey, we go after everybody.” Well, who do you really go after? And you start getting to that real market. And then what is the business model? How do they make money? Is it recurring revenue, as we talked about before, or some other mix? So the team, the market, and then the business model, are the top three.

I want to go a little bit deeper into the market. There’s often that mindset challenge that people have around, “Well, we should go maybe broader because we can help a lot more people. We can work with and we can serve many.” And then the other side, “No, we should really specialize and we should niche down.” You mentioned, is the market large enough or is it sustainable? How do you view that? Is there a number of potential clients or what are the metrics or the ways that you think about, is this a big enough market or is this the kind of market that we want to be in?

[06:13] – Why Niche Expertise Beats Generalist Consulting

Yeah, so I think we think about it in terms of can you own a niche? So if you can first own a niche, then you can have concentric circles spread out from that niche. But we have to own something first. If we’re just all things to all people from the get-go, we just have a smattering of stuff. We don’t want a smattering of stuff. It may be a small niche that this is- you can come and say, “Hey, this market that we’re going in right now, it’s a $250 million total market. We’re the leader in that.” Okay, well, that’s interesting. If you did that and we’re serving radiologists, but now we can expand to what’s adjacent to radiologists. Now that makes us a $400 million market. And we have another concentric circle. So that’s how we kind of look at that. So there’s not a magic number of how big the market is. Some people will say it needs to be a billion-dollar market. Well, that’s great, but what’s the real market? “Okay, we own this niche, now we’re going to keep growing from there.”

Of the different metrics or areas of focus that you just kind of went through, are there certain ones that you tend to see founders neglecting more often than others?

Neglecting markets? Not sure I understand the question.

Not neglecting any aspect of just key metrics, whether it’s their profit margins or certain metrics around their team market size. Is there any area that you tend to see founders not spending enough time on that is, in your mind, very important to the business being valuable?

[07:46] – The Market Research Mistakes Founders Make

We look at maybe 500 businesses a year to invest in one. So when we look at these business plans or these- that come across our desk, the weakest part is always their understanding of the market. They don’t truly understand the market from the bottoms up because a lot of people say, “Hey, we’re a $500 million market, we’re going to capture 3 percent, we’re huge.” But can you build that? If I have one consultant, one salesperson, what’s realistic that they can go get in this market in what timeframe, and can they truly build it from the ground up and understand how that builds, how you go get a client, every step of the way and have done it before and can demonstrate that. That makes it scalable and repeatable, which is meaningful. And most people don’t. It’s just guesswork or a smattering of, “We’ll put some stuff on LinkedIn, we’ll put some stuff on Facebook,” and it’s just a smattering of stuff and hopefully something hits.

Let’s talkk about concentration. What client or revenue concentration numbers concern you? Are there specific thresholds you kind of watch for? Any thoughts on that?

Yeah, I think one client being more than 20 percent of your business is challenging. If you can show some trend that that’s coming down and you’re new, that’s okay. But when you get one client 20, 25 percent of your business, that starts to raise a red flag. It’s not a definite ‘no’, but it starts to raise a red flag we need to dig deeper on.

[09:12] – Why Founder-Led Sales Hurt Acquisitions

How do you think about and what is your perspective when you look at a business that is doing well? The numbers are there, right? The metrics are there, growth is there, but the founder is still the primary rainmaker. Do you view that as, “Well, okay, we can just replace them. We’ll bring in a sales team,” or, “We know what we need to do to plug that sales gap and we’re off to the races,” or is that a real red flag? Is that a concern if the founder is still the primary rainmaker inside of the business?

Other firms may have a different view. We view that as a problem because if we go and buy this business, maybe this person’s less motivated now they get a big check in their pocket. Now we still want them to be that rainmaker, and we don’t necessarily know how easy it is to replace that person. And as we know, it’s not necessarily the skill set we’re replacing. It’s those relationships that they built for 10, 20, 30 years that we’re trying to replace. And it’s hard to build trust overnight with a new person. I trusted Bob and now you put in Susie. Well, I don’t know Susie. So we might go in a different direction. And that’s a- You just wrote somebody a multimillion-dollar check. Now you’re going to have potential business walking out the door. That’s problematic.

So in a situation like that, what should a founder do if they’re recognizing that 60, 70, 80 percent of the business is coming in right now through the relationships that they have and they’re thinking, “Yeah, I’d like to be in a position five years from now to be able to sell my business.” What should they start doing today so that they don’t have that issue come up when they look to sell?

Yeah, I think putting in the, as you said, using your example of five years, starting putting in that five-year plan of how I’m going to build out the accountability chart. Build out the accountability chart to start plugging that in so that 60 or 70 percent over time, it becomes 50 percent, 30 percent, and you get that person by year five, they’re down under 20 percent. And you need a pathway to have that happen. And it can take three to five years. So I think people often think, “Hey, we’ll put this together in six months.” Well, as we know, it’s not a six-month plan. You need to allow that three to five years.

How do you view if, let’s say, the founder has now shifted the reliance on sales to another salesperson, so they have a full-time business development or salesperson they’re bringing in the vast majority of new revenue into the business, the founder is no longer relied on for that. But if the revenue is still, now the concentration of that is coming from a salesperson, is that a positive thing? Does it show that, well, this company has gone through and they’ve trained somebody else and they’re successful in that role, therefore, there shouldn’t be an issue training someone else, another salesperson, or is that still a red flag or a concern for you if the majority of the revenue is coming from a salesperson or business development person that is not the actual founder?

Well, it’s at least a positive trend. We know that this founder could do it. Now he or she has taught someone else to do it. So it wasn’t just one person who can do it. Now we know two people can do it. But now can that two become four people and can four become eight? And so that’s where we need to see a little more data that it’s more than one or two people, that it’s concentrated in.

[12:38] – Personal Branding Without Hurting Your Exit

The personal brand, a lot of professional services businesses and business owners build their brand or build their personal brand. They write books, different things, and that supports the growth of their business. Taking the example of Gino Wickman of EOS, I know that your company acquired EOS, how, in your view, does a personal brand hurt or does it help in an acquisition? What are your thoughts on that? Because sometimes consultants are wondering, “Should I put my name- is it the right thing for me to have my business name as my personal name or my last name in it?” And the other part is, if I’m the one up there speaking as the founder and I’m running the podcast and I’m doing this and that, is that a positive thing or do you look at it as a negative? How do you think through that? And what would your counsel be for any business owner where they’re still maybe the face of the business?

Sure. You mentioned Gino Wickman and our investment in that company. It’s a wonderful company, and Gino is a dynamic, powerful personality. But from day one, he said, “I want this company to be built to last a minimum of 100 years. So if you notice, the company is called EOS, Entrepreneurial Operating System. The primary book is called Traction. He’s the author of Traction, but it’s not called the Gino Wickman Company. And that was perfectly purposeful. And so brands are important. EOS has a strong brand. It’s become more and more recognized around the world. But if it was just called the Gino Wickman Company and he’s no longer the day-to-day person, I don’t know how that would play out. So there are lots of nuances, but my initial reaction is stay away from your personal name in this. You can still be the speaker, you can still be on stage, you can still be promoting it. But over time, as that company grows, you don’t want it just to be about you.

Yeah, I mean, it’s interesting, I think about companies like McKinsey or Bain. I mean, these were companies started using the name of the founder. So clearly there’s lots of examples of successful companies that have the founder’s name in them. But I think I really get your point, which is that the business needs to be focused a lot more than just about one person or the founder in order for it to be sustainable for the long term. How do you think about the difference between a lifestyle business and a business built for acquisition? What’s your take on that, David? I mean, what’s the line in the sand that separates somebody who’s just building and running a lifestyle business compared to one that’s actually going to really create a lot more value for a future potential exit?

[15:27] – Lifestyle Business vs Sellable Consulting Firm

Let’s be clear. Neither is right or wrong. So I would just need to be clear on that. And I don’t think about it necessarily as a lifestyle business or building a business for acquisition. You want to build a great company for the long term, and the acquisition should take care of itself if it’s meant to happen. If I’m a small business and I have a family and I’m happy bringing home $500,000 a year and I don’t want to grow beyond that because it just gives me headaches, great, go out there and do that. More power. Love that. But just know if someday I want to sell the business, the value may not be there that you want. So we do have to put some things in place if we want to build a great business. And that may be instead of at the end of the year when there could be take-home of $500,000, I’m taking home $100,000 because I’m reinvesting the money to grow that business, and I’m making the shorter-term trade-off in current income so that I can have a bigger upside potentially later. So it’s just that trade-off we make in our life for lots of reasons.

What do most founders think that acquirers care about but actually doesn’t really matter to you much?

Yeah, that’s, you’re- stumping me on that one. I’m not sure that I have a good answer.

Okay. I mean, we can come back. I’m just saying, because founders often, you know, they’re consuming information. They read books, they listen to podcasts. They have this idea in their mind of these things are what I need to do to get my business in a position where it can be sold. And I’m wondering, are there certain things that you see that founders spend a lot of time on and put a lot of attention to, but you, as an acquirer, really don’t care much about?

Yeah, I think there are things that come to mind. I guess oftentimes people are telling them, “Hey, when you’re pitching to an investor or acquirer, they need to see that in five years you’re going to be a $500 million company.” And they put together all these numbers and they try to back it up, and they spend a lot of money with accountants to help them. We know that numbers 90 percent of the time aren’t accurate. So you’re spending a lot, you’re wasting a lot of time and money. Just tell us the real story. And you’re putting a lot, spending a lot of time on window dressing, like, “Oh, I hired this marketing person because they’re going to care about that.” What we really care about, and I think back at all the companies we’ve worked with over the years, the best CEOs we’ve ever had versus the ones that weren’t as good, if they had $10 of things they wanted or needed, but they only had $3 to spend, they knew exactly where to spend those $3. And the worst CEOs always spent the $3 in the wrong place. So they knew how to focus and find the right three versus those who didn’t were always in the wrong spot at the wrong time.

[18:09] – Due Diligence Mistakes That Kill Deals

What kills deals in due diligence that founders often don’t see coming? Or are there a couple of things that tend to come up that you’ve seen derail deals more than anything else?

Yeah, if the numbers you posted in your initial pitch aren’t the actual numbers as we get into diligence, and the numbers are off from what you said because we always had the, when you read the book, “Hey, we got the add-backs.”

Can you describe what an add-back is for in case people aren’t familiar?

Yeah, an add-back might be, “Okay, our profit bottom line is a million dollars, net income, a million dollars. But we have our EBITDA and now we’ve added back to that because, hey, when you buy a company, you’re no longer going to need me as the CEO, so I’m adding back my salary of $500,000.” Well, who’s going to run the company now? But they’ve added back and so there’s this million-dollar EBITDA. They made it look like $2 million, but it’s not truly a $2 million EBITDA. So the numbers just have to make sense.

The concentration issue we talked about, Michael, jumps out at us. If you’re out spending money on lots of things and you have a lifestyle of spending, we’ve got to be frugal. If you’re out spending money on lots of stuff, “Okay, we have a suite at the Toronto Raptors,” or whatever we do. That’s probably for a small business, that may be great if you’re Goldman Sachs, but as a small business that’s a problem in how we’re spending our money, so making sure we’re spending money wisely, the customer concentration, our numbers are accurate.

If we get in there, and oftentimes we get in there and they haven’t given anybody a raise in five years. And so when we acquire the company, they’ll come and tell us, “Hey, we need a raise.” So what I thought was going to be the salaries in total is now a different number in salary. So making sure that they were taking care of the team and they have a culture that people want to work there and they’re proud to work there, because a lot of times you’ve got to dig into that culture piece and see are people truly taken care of. I can go on and on. Those are several.

Okay. I mean, I’m smiling because you said the Raptors and not the Colts or the Pacers.

Yeah, I figured as a Canadian, you’d want to-

You’re in Indiana-

That’s true.

[20:33] – Navigating Earnouts and Founder Burnout

Earnouts are very popular in professional services acquisitions and so forth. What should founders know about earnouts? I mean, is there a typical length that you look for and that you feel people should expect, or is there a situation ever where you don’t actually want a founder to stay and to be part of- I don’t know?

Yeah, each one is case-specific. So we do want some- in these types of businesses, smaller businesses in particular, you’re going to have an earnout typically. And so people need to accept that and get their mind around it. I know when people haven’t been educated on this they often think, “Somebody’s going to come in and write me a check and I leave and I’m gone forever.” Well, that’s typically not the case and an earnout is going to be, could be two to three years. The smallest I’ve seen is maybe one, but we’ll say one to three years, and they’re going to expect that person to stay around and contribute if that still makes sense for everybody. And they need to hit certain numbers to be able to make that happen. So people need to understand that’s part of it. It’s not somebody trying to pull a fast one on you trying to- that’s just the nature of how these deals are typically structured.

How do you think about the percentage of the acquisition or the sale that the founder would receive as opposed to how much is held as part of the earnout? What impacts that and what would be a typical range that people should be thinking about?

Yeah, we’ve seen a founder roll over as much as 50 percent. So if the company gets bought for $10 million, the expectation could have that founder roll over $5 million of that. That’s probably on the high side, but on the low side is somewhere between 20 percent and 50 percent that you would expect that founder to roll over into the new acquisition.

Well, what would make you as an acquirer comfortable or more comfortable to have that at the 20 percent as opposed to the 50 percent? What are the things that the founder could do in advance so that they would be able to collect more on the actual sale?

Prove to us that the team around them is carrying most of the weight and they’re not as reliant on that founder. That certainly helps, you built up a team around you who’s doing a great job, who’s handling the day-to-day, and it’s less dependent on you to make that happen. But the number- we want to know when we’re doing due diligence, this person’s lived in the business for years and years and years, and they’re getting out for some reason. We know the reason they told us. But there are usually some other reasons going on as well, and we may not figure that out in due diligence. So when they’re pushing back on needing the number to be lower, I start asking, “What do they know that I don’t know?” Because if I was bullish about the future of the business, wouldn’t I want a piece of that at some level?

I’ve talked to a lot of consulting business owners recently, call it the last six, eight months or so, who have felt, and I’m sure that you’ve seen this as well, David, that the world that we’re living in today, there’s a lot of uncertainty. There’s just a lot of change. A lot of people are feeling overwhelmed. And the data shows an increase in people saying that they’re feeling burnt out. If you’re talking to a founder who has a successful business, let’s just say they’re doing $10 million or even whatever, $6 million or $8 million, it’s a solid business, good people in place, it’s doing well, maybe it’s not growing as quickly as it was in the past, but the founder has been in it for 10 years and they’re just feeling like they’re tired, they’re burnt out. In a situation like that, how do you view that? Is that a business that you would still potentially want to invest in and acquire? Or, if a founder is feeling some burnout and they just don’t have the same level of passion or excitement for the business that they used to, is that a really big negative and red flag in your mind?

Well, we understand businesses ebb and flow and people can get tired. On first blush, you’d say “Hmm, maybe that’s a pass.” But if you took the next look, you could say, “Maybe that’s an opportunity.” Right? Because this person hasn’t had their foot on the gas pedal. They’ve been coasting. But we know this market. If somebody did these three things, we could capture a lot more. So I think it’s worth digging, taking this next step, digging further to say, “Hey, there’s something here. They’re just not capturing it because they’re tired.” But then that leads to, “Well, who’s going to lead the business going forward? Is it going to be this tired person? Or do we have a plan in place to rejuvenate them?”

[25:22] – The Growth Playbook After an Acquisition

That makes sense. So we talked about, just briefly, you’ve made significant acquisitions including EOS, Sales Xceleration, and others. When you acquire a business, what’s the playbook? What are the first few things, let’s call them like the initial 90 to 180 days that you tend to repeat? And you just know these are the things that are going to create more value or help to create growth in that first three- to six-month period. What’s the playbook look like?

Yeah, so as you might imagine, we get companies running on EOS if they’re not already. We believe that’s the right tool. We used to not mandate that, but over time we’ve come to believe it’s the right step forward. So we want them running on EOS so they’re having an efficient- “How are we planning?” Because oftentimes the board and the investors can get sideways with the leadership team. But if you have the EOS VTO, the Vision Traction Organizer, as the tool, that becomes what we talked about. We all agreed here’s the three-year plan. We all agreed this is the one-year plan. We all agreed this is the 90-day plan. So there’s no question if I as a board member come and say to you as CEO, “Hey, how about this thing?” All you should have to say to me is, “This is what we agreed on. What do you want me to not do to do your new thing?” So it gets everybody in alignment and speaking the same language, which I think is important, and you start seeing a lot more things get done.

The second thing we focus on is sales. How do we get a repeatable, clear, documented sales process? We know it’s truly scalable and then if we hired another person, we know that person can go do it too. So too often it’s just some kind of magical thing that happens and one person can do it. But how do we get that? So those in the 90 days or so is get them running on EOS, get a repeatable, documented sales process, and then we spend a lot of time with that team. We want to meet every member of that team so we truly understand that culture and what things are going well and what aren’t. So EOS, sales, and trying to lock down a great culture.

How has AI changed the way that you evaluate professional services companies in terms of, “Does this make sense for us to make an investment or not?” I mean, I’ve talked to a few people who look at different businesses in terms of making acquisitions and they’ve said, “Yeah, we’ve passed on a lot more opportunities than we used to because of what’s happening with AI.” And I’m just wondering what your experience has been with that?

Yeah, similar. A question mark that didn’t used to be on our due diligence list is now, “What’s the AI risk? Does AI enhance this business or does AI take away from this business?” So we look at it carefully and I think oftentimes it can be an enhancement, other times it can take away or it could be a replacement in some way. And so it’s something we have to watch for.

[28:15] – Preparing Your Consulting Firm for a Future Sale

People often say documentation, SOPs, playbooks are critical to have to make the business salable. And I’m wondering how much does that actually matter to you as an acquirer? Do the businesses need to have everything documented in some kind of system or is that not as critical for you as an acquirer?

I think showing that you have a system and process is important. Do I need to have a book that shows, ‘here’s the button you push to turn on your computer?’ So there’s taking it too far, but having some systems and processes and knowing that people throughout the organization, top to bottom, are following a system. They’re doing things that are repeatable, they’re doing things that are scalable. If you’re in a manufacturing environment, that people are doing things that stay safe and everybody’s doing that versus not having that in place. So it doesn’t have to be to excruciating detail, but it needs to be at a level that people are following it and they’re doing something and it’s repeatable over and over again.

All right, one more question for you then, David. For a consulting business owner who’s thinking about selling their business in the next three to five years or beyond, what’s one thing that we haven’t talked about today that you feel they should start working on or really giving intentional thought to?

Yeah, I think the future. We just brought it up here. How does AI play into my business? How do I use AI to help my business and to enhance my business? Are there places I need to tweak or pivot my business model to make AI an important tool versus something that destroys value? So that’s where I’d be spending a lot of time.

And then I would try to make sure that I have on my team the best people I can possibly have around me. And so it’s not just me and it’s not just a bunch of C-players – it’s me and a bunch of C-players who work fo rme for cheap. You have a full, robust team that’s pulling this off because that’ll be impressive to an acquirer that, “Hey, they thought through AI, they have a high-quality team around them, they have some systems and processes in place that they’re actually following.” That shows well.

Well, David, thank you again so much for coming on. I want to make sure that people can learn more about you and everything that your company is doing. Where’s the best place for them to go to learn more and to connect?

Yeah, great. Always on LinkedIn. You can find me, David Mann, on LinkedIn: https://www.linkedin.com/in/david-o-mann/. Our firm is The Firefly Group and our website is thefireflygrp.com and my email is [email protected] .

All right, well, I’m sure you don’t get many emails these days, so adding a few more from people-

Right. Exactly.

David, thank you again so much. I really appreciate you coming on.

For sure.

Important Links:

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The Firefly Group
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