So, you wanna buy a business? Cool. But hold up—let me tell you why you might be setting yourself up for a disaster.

“The Numbers Looked Good… But I Had to Stop Him”

Last week, I chatted with a buddy who runs a marketing agency. He was hyped about buying a smaller competitor. The financials? Solid. The clients? Loyal. The opportunity? Legit. But guess what? I straight-up told him: “Don’t do it. You’re not ready.”

Why? Because he didn’t have a team to run the new business. His existing crew was already drowning in work. Buying another agency would’ve been like handing a drowning person a baby to hold. Not. A. Good. Idea.

Here’s the thing: everyone’s obsessed with buying a business. Nobody’s asking the real question: “Who’s gonna run this thing after I sign the papers?” If your team is maxed out, buying another company isn’t “scaling”—it’s speed-running a meltdown.

But don’t panic. There’s a fix.

The Secret Sauce: Build the Machine BEFORE You Scale It

Buying a business isn’t about the deal. It’s about the machine behind the deal. You need a team that turns that shiny new acquisition into a money-printing asset—not a dumpster fire.

Here’s the three roles you absolutely need locked down before you even think about buying a business:

1. The Ops Lead: Your “Keep-the-Lights-On” Person

Imagine buying a business and realizing nobody knows how to merge client lists, train new hires, or stop the office Wi-Fi from crashing. That’s where the Ops Lead comes in.

Why They Matter:

They handle the boring-but-critical stuff: payroll, software, workflows, culture clashes.

They’re the glue between your old business and the new one. Without them, integration feels like herding cats.

What Happens Without Them:

Employees quit because “nobody knows what’s going on.”

Clients bounce because service quality tanks.

You’re stuck putting out fires instead of growing.

How to Find One:
Look for someone who’s obsessed with systems. They’re the type who color-codes their Google Calendar and says things like, “Let’s automate that.”

2. The Finance Lead: Your “Don’t-Go-Broke” Guardian

You know what’s not fun? Buying a business, then realizing it’s bleeding cash because nobody tracked the numbers. Enter the Finance Lead.

Why They Matter:

They model cash flow, spot red flags, and make sure you don’t overpay.

They answer questions like, “Can we afford payroll if clients pay late?” or “Is this tax bill gonna murder us?”

What Happens Without Them:

You blow your budget on Day 1.

Hidden debts or expenses blindside you.

Profit? What profit?

How to Find One:
Hire someone who loves spreadsheets more than TikTok. They should geek out over profit margins and have a sixth sense for financial drama.

3. The Growth Lead: Your “Make-It-Worth-It” Hustler

Buying a business isn’t worth it if you’re just maintaining the status quo. You need a Growth Lead to unlock hidden value.

Why They Matter:

They find upsides: new markets, upsell opportunities, untapped audiences.

They turn “meh” revenue into “holy crap” revenue.

What Happens Without Them:

The business flatlines. You’re stuck babysitting instead of scaling.

You miss easy wins, like bundling services or fixing pricing.

How to Find One:
Look for a creative hustler. They’re the person who says, “What if we…?” and actually follows through.

“But What If I Just Hire Later?”

Bad plan. Post-acquisition chaos is not the time to recruit a team. You’ll rush hires, pick wrong, and pay way too much.

Better Move: Build your A-team now. Test them in your current biz. If they crush it, then trust them with a new acquisition.

How to Build Your Dream Team (Without Going Broke)

Start small. Hire freelancers or part-timers for ops, finance, or growth tasks.

Promote internally. That organized account manager? Maybe they’re your future Ops Lead.

Steal talent. Poach from competitors or network in industry groups.

The Bottom Line

Buying a business isn’t about the deal—it’s about the engine you build to run it. Skip the team, and you’ll end up stressed, broke, and regretting your life choices.

But nail these three roles? You’ll turn acquisitions into a repeatable process. One that prints money, not problems.

So, before you hit “send” on that offer letter, ask yourself: “Do I have the machine to make this work?”

If not, pump the brakes. Build the team. Then go shopping.

Hi, I’m Heather.
I help people buy, scale, and sell businesses. Think of me as your “anti-corporate” guide to ownership.

If you like blunt truths, dry humor, and leaders who’d rather light a fire than follow a script… let’s talk.

Started my first company at 23.
Now have 5.
Learned 1,000,037 hard-earned lessons so you can skip the trial-and-error phase.

Current obsessions:
✅ Turning “boring” industries into wealth-building machines
✅ Helping ambitious people escape soul-crushing corporate cultures
✅ Proving you don’t need an Ivy League MBA to win at business

Let’s connect if:
-You want to own your future, not rent it
-You’ve ever been told you’re “too much” for corporate America
-If you are ready to work on your business not in your business.