David explains how he used acquisitions, distressed deal opportunities, deferred consideration, senior management hires, and multiple arbitrage to scale a domiciliary care business from a small SME into a near £20 million revenue group.
Listen to the EpisodeEpisode 324 | Runtime: 33:19 | Audio Episode
Hear David break down the acquisition strategy, integration model, management team decisions, and exit mechanics behind a multi-million pound buy and build journey.
Episode
324
Runtime
33:19
Topic
Buy and build acquisition strategy
Format
Founder interview and live Q&A
Three acquisition lessons from a founder who bought, integrated, scaled, and exited a care sector platform.
David spent heavily trying to open a new branch organically, then discovered that buying an existing business could add revenue, staff, contracts, and contribution far faster.
The business changed when David hired senior operators, including a finance director, chief executive, HR director, and systems talent, allowing him to focus on strategy, lenders, and deal making.
Small acquisitions bought at lower EBITDA multiples created value when integrated into a stronger operating model and sold as part of a larger, more attractive group.
In this episode, Jonathan Jay interviews David, a former Mastermind member who transformed a small domiciliary care agency into a near £20 million revenue group through an active buy and build strategy. David explains how his first acquisition added around 40% to revenue in one move, why that changed his view of growth, and how further opportunities came from distressed businesses, contract transfers, and seller situations where speed and certainty mattered.
The conversation goes deep into the operating model behind a successful acquisition programme. David covers deferred consideration, low upfront cash structures, distressed deals bought for nominal consideration, invoice finance, debt facilities, and the importance of building a senior team before the business can comfortably afford it. He also explains why distressed acquisitions can work only when the buyer already has people, systems, and integration capacity in place.
Jonathan and David then discuss the exit, including multiple arbitrage, earn-out risk, keeping parts of the business, and preparing for a second platform opportunity. The live Q&A adds practical detail on asset purchases versus share purchases, funding service sector acquisitions, hiring criteria for senior management, staff communication after completion, and how to protect value during integration.
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