The Harbour Club

Merger and Acquisition Strategies for SMEs

Jeremy Harbour
Table of Contents

Jeremy Harbour ................................................................................................ 03

You don't make money running businesses ...................................................... 04

Tips for a Successful Mergers and Acquisition Strategy .................................... 09

Position yourself as an investor or shareholder ............................................ 10

Don't look for businesses which are for sale ................................................ 12

Focus on motivations, not money ................................................................ 14

Adding shareholder value ........................................................................... 15

Structure a deal – the deal pie .................................................................... 16

Bibo ............................................................................................................. 18

Why deferred payments don't work and how to make them work ............... 19

Always use an SPV ....................................................................................... 21

Bad paying customers, and letter writing lead gen ..................................... 22

Roll ups and building huge value ................................................................ 23

 JEREMY
HARBOUR
Jeremy lives between the UAE
and Singapore with his wife and
two children. He is actively
involved in buying and selling
SMEs around the world and has
business interests in twelve
countries at the time of writing. He
is also the founder of the
Democratizing Wealth Foundation
and a keen art collector.

During a career spanning over twenty

years, Jeremy has started many
businesses and invested in many
more. He particularly likes seeking out
interesting businesses to support. He
has been involved in well
over three hundred mergers He also has an in-depth knowledge of insolvency and
and acquisitions transactions, company law and a gift for devising creative deal structures
taken companies public, that require little or no funding and no bank leverage.
completed reverse mergers, Renowned for being truly sector-agnostic in his business
and advised on hundreds interests, his track record includes a health club and spa, a
more transactions. music school, IT support, telecoms, training, business process
outsourcing, a cleaning business, an air conditioning firm,
and a cooking school, just to name a few.

More recently, Jeremy has focused on bigger

deals involving capital markets, reverse
mergers, and public listings, and he even
bought a bank.
 YOU DON'T MAKE MONEY
RUNNING BUSINESSES

Entrepreneurs often fall into the trap of thinking hard work will pay off. It's common
practice to believe you have to work hard at running your business to get wealthy.
I'm going to show you that this is not necessarily the case. It's still hard work, but your
hard work should be invested elsewhere, so you can see truly spectacular results
in short periods of time.

You might think you have read all the books on buying and selling businesses. What
these books tend to leave out are the practical tips and entrepreneurial way to
acquire businesses and sell them. They focus instead on the need for expert
accountants and lawyers to broker the deals. At the Harbour Club, I will share with you
practical tips and advice from my personal experience using relevant examples,
which have been implemented and proven over the last ten-plus years.
 Think about it… Those businessmen and women who have secured real wealth are
usually less operationally involved in their businesses, leaving them more time to think
strategically about the bigger picture.

Take Richard Branson as an obvious first

example. He executed a huge deal at the
outset of his career. Richard made his money
when he sold Virgin music to Thorn EMI for
510 million. Before that day, he admits he
was borderline insolvent. Another example
to help get your head in this space is Deborah
Meaden. Deborah made her money selling
her stake in Weststar Holidays. In 2005 she
made a partial exit when Weststar was sold in
a deal worth 33 million pounds to Phoenix
Equity Partners.

Both these well-known examples

only became wealthy either when
they sold their business or acquired
and sold another business. But
perhaps they are too far removed
for you. Let me give you a more
achievable example, my own
experience.
 In 1997, I started a telecommunications company. I ran this business for 2 years,
before the penny dropped so to speak! Every week I was being approached by
buyers who wanted to buy my business but had no money. You see the great thing
about telecoms companies is they are very acquisitive, as everything is duplicated.
For example, there are two offices, two finance directors, two computer systems,
and two IT systems. So a 2 plus 2 deal can equal 10. For this reason, most telecoms
companies have a mergers and acquisition strategy in place. So why wasn't I
thinking like this? Why was I still asking people the more operational questions like,
how many mobile phones do you have and what is your average bill per month?
I wasn't thinking strategically at all. I wasn't acting like an entrepreneur.

In the end, I met with too many potential buyers and couldn't decide on any deal.
I like to compare this to eating out at a restaurant with a huge selection of meals on the
menu. It becomes an impossible choice and you end up not wanting anything. So, my
thinking went full circle and I thought, “Maybe I could be a buyer?” And so began my
journey to acquire another business.

This changed everything. In particular, my conversations started to change

significantly. I no longer asked the operational questions, my conversations became
more strategic. In fact, it lead me to have a conversation with Costco who was opening
shops across the UK. All of a sudden I was pitching against the likes of Vodafone and other
huge telecoms. It was then that I had my epiphany.

SIMPLY CHANGING YOUR

CONVERSATIONS TO BE MORE STRATEGIC
PLACES YOU IN A VERY DIFFERENT SPACE.
 With this telecoms example I also learnt you don't have to run a marathon
to grow your business, you can just run the last ten yards and you still get the medal.
By acquiring a business it is possible to use it as a growth strategy and grow your
business by a year's worth of sales pretty much in an afternoon. This forced me to
think more strategically, more like an investor or a shareholder, and lead me to
my first deal which was to acquire a 13-year-old telecom company.

I immediately identified their motivation to sell; their lease was up in six weeks
and they couldn't afford to pay it or their staff. Plus, the owner had what I like to call
“shiny new thing syndrome” a distraction experienced by many entrepreneurs who get
more excited by their next deal or start-up and lose interest in their present business.

This particular company was in distress. It had a six-week deadline that

it couldn't meet. The seller was asking £15,000 upfront for the business. I couldn't afford
this. However, as time slipped away and his shiny new thing syndrome heightened, I
stuck with the deal and eventually bought the company for £1. I negotiated to take
over all the suppliers' frustrations and moved their staff into my office.
 Why is it that SMEs do not traditionally have a mergers and acquisitions strategy?
Why do SMEs have a marketing strategy and invest in this, without a guaranteed return
on investment, but do not even think about an M&A strategy? M&A is simply not
something you immediately think about, and yet I believe done correctly, it can have
a bigger impact with a lower cost and lower risk than any marketing campaign.

In this tactical course with the Harbour Club, I will share with you how you can
successfully implement an M&A strategy at the onset of your business, with little capital
or no need for borrowing money. I will share practical tips based on my own and other's
experiences over the last 10-plus years. It's a very hands-on course using examples
to meet the specific results you are after, without the use of expensive accountants
and lawyers.

Of course, I have to save the best ideas for the Harbour Club itself to be fair
to the people who choose to invest in their own development, but here are a few tips to
whet your appetite…
TIPS
FOR
A SUCCESSFUL MERGERS
AND ACQUISITION STRATEGY
 Position yourself as
an investor or shareholder

If you position yourself as a shareholder in your business early on, you can start
moving up the ladder and progressing as an entrepreneur. This is something, that, had I
known it early on in my career, would have saved me a lot of time, effort, heartache
and headache.
As I explained in the telecoms example, it's only when you start thinking
strategically about your business and more importantly talking more strategically are
you exposed to new and very different opportunities.
In fact, everything starts to change once you position yourself as an investor. Your
conversations start to change with partners, clients and contractors. You start seeing
gaps you didn't see before as you were too bogged down in the nitty-gritty.
OPPORTUNITY
 In 2009 I bought an air conditioning business for £1. On an angel investment website,
I discovered a company seeking funds for their business which specialized in supplying
parts for air conditioning businesses. I arranged to meet with this company, to potentially
advise on raising capital for them. During our meeting, it was revealed that this
entrepreneur had another completely separate air conditioning company.
This other company was in trouble. I found out it had a lot of cash flow problems. Bills
were being paid in the wrong order and as a result, it meant the staff had not been paid
in over 2 months. The staff were loyal and had been with the company over 20 years.
The owner was in a tricky position; he was faced with closing the doors and not being
able to pay his staff.
The owner's motivations were not to lose face with his employees, whilst swanning
around in his new car recently bought off the back of his other business. I realized
I could buy the business for £1, sort out the cash flow issues and on-sell it several
months later.
Throughout the Harbour Club course I will go into more detail on how to position
yourself as an investor and make this a priority, leaving the day to day running of the
business to someone else or, in some cases, as a second priority.
A key point in this example is in the fact I was on an angel investment site when
I indirectly came across the company. This is because I was researching businesses,
which were NOT for sale but rather businesses that were seeking capital and why
they might be seeking capital. This is another very useful tip in an M&A strategy.
When someone is looking for money, find out what for, do they want you to pay
off debts or are they trying to fix a leaking bucket with more water?
If they want you to invest in the past it is buying a losing lottery ticket, so focus on the
future and in many cases they don't need money in the future if the past is fixed.
Don't look for businesses
which are for sale

Property experts don't buy from estate agents windows and you should not be
looking for insolvency practitioners, business for sale websites or business brokers.
If you are looking to acquire a business, don't look for businesses which are for sale.
Every meeting, dinner date or coffee break, could be a new opportunity (in fact your
next deal is probably a number saved in your phone!). Learning to discover these
deals requires a filter. You need to listen and think in a different way. Let me share
with you an example in which a job interview I conducted turned into a business
acquisition.

I had just bought the telecommunications

company and I was pretty excited about my new
acquisition. I went to my operations director and
said, “I can buy businesses and they can be
anything.” I was a little too excited so he calmed
me down and instead I chose to look for affiliated
businesses.
 At this time Blackberry had just come onto the market. At our telecommunications
company, we were outsourcing our IT, which was a big cost to our business. I wanted
to bring it in house so we would either need to up-skill in IT, or buy an IT company.
It just so happened, I was interviewing a new telecoms account manager and I
noticed his name was the same as his email address. He was the business owner. The
interview took a very different turn. Rather than asking him about his skills and
presenting the job on offer with our company, I found myself asking a lot of questions
about his IT company. During this conversation his motivations for getting out of the
business were revealed; a new baby on the way, secure and regular income, standard
working hours and there were cash flow problems. After the interview, I had a private
meeting with my directors and suggested we buy this man's business. So we did, for £1!
We ironed out his lumpy cash flow problems and gave him a job in our company
with regular wages, working hours and security.

Being tuned in is very important. There are deals everywhere if you listen differently.
At the Harbour Club, you will learn this very important skill of applying a filter to how you
listen. Your next deal is likely to be in your mobile phone.
Focus on motivations,
not money

Always look for the motivations of the potential business you are looking to buy.
For example, if you are looking to buy a business which is seeking investment,
it might be a good thing to look at why they are after capital. Perhaps you can
meet the motivations without cash. Let me illustrate this with an example I recently
worked on.
I found a huge sport sponsorships company, 12 million in revenue, which had
multiple motivations to sell. Please note, this company was not in distress. First of all,
the company wanted to acquire their biggest competitor. Secondly, they wanted to
create value for their shareholders, thirdly the owners wanted to take some money
and finally the owners were not quite ready to let go. They still wanted to have some
share in the business.
As an independent body, I was able to meet all their motivations and acquire
a share of their business without coming up with huge capital outlay. Firstly, I
structured a deal using a public company vehicle to buy their biggest competitor
(using shares instead of cash). This allowed the owners to take some money off the
table, giving them liquidity in their stock. It also gave me a controlling stake.
At the Harbour Club we will teach you how to take a controlling stake without
taking the technical majority of 51% or the majority rule stake of 76%.
We have a methodology where we can take any stake or percentage and take
control of everything.
An in-depth understanding of motivations is far more important to focus your energies
on than asking price. As in the above example, I managed to secure controlling
stake of a 12 million dollar company with no capital.
Adding shareholder value

So you're keen to sell a business and there are a few things you need to do
first to make it look more attractive. At the Harbour Club we share some amazing
tactics to financially engineer your business. In short we help you find profit and
cash within your business with no extra sales. Sounds too good to be true?

Take a recent Harbour Club graduate, a marketing consultant, Conrad.

Conrad provided marketing solutions to about a dozen different companies within
Asia and Europe. During his weekend course with us, Conrad started lining up
meetings before the course had finished and bought his first company within days
of finishing his course.

As a consultant, he had an in depth understanding of the different companies

he worked with. He understood their motivations. One company was looking
to sell. After completing the Harbour Club course, Conrad took controlling stake
of one of his client's companies. He used the financial engineering techniques
he had learnt and applied them to the business. He was then able to on-sell the
business for a much bigger profit. In fact, many people who complete the
Harbour Club course use the financial engineering tool to add 10-15% turnover
back into their business without any sales.
 Structure a deal – the deal pie

Most people think a deal is how much cash, maybe they think about how
much cash now and how much later, but that is pretty much the only parameters
they consider. When someone says they want a million pounds for their business
don't suck your teeth and tut like a second hand car salesman, instead say,

'Ok let's see how we get you to your million pounds'.

This is a powerful sentence, you are not owning the million pounds (that is
theirs) but you are offering a collaborative approach to reaching a solution
they want, this is the way to do deals with owner managers and entrepreneurs
collaborate don't compete, keep ego intact and work together; put your chair
on their side of the desk.
 The “Deal Pie”
Private Placement Cash

Deferral
Merger

Commissions 1M Earn out

Creditors Debt
Shares

So you can then work towards their 1m, with a number of items, we call it a deal
pie, like a pie chart with the components of the 1m split out.
So you can have:
Cash – this can include cash extracted from the business at purchase and given to
the existing shareholders
Deferral – this is money paid over time.
Earn out – this is linked to some future performance or success.
Debt – this is like a mortgage borrowed against the business, many M&A courses
teach you to use working capital finance like factoring or invoice finance… do not!
It is very dangerous, lazy and simple, but a real wealth hazard, there are much smarter
ways to do it.
Shares – you can pay the old owners with a share in the company (explain more on
Harbour Club) or you can use shares in a holding company as payment in a roll up.
Creditors – you can do debt for equity swaps or get creditors to support the purchase.
Commissions – you can switch suppliers and get kickbacks for long term contracts.
Merger – you can buy a distressed company for £1/$1 and merge this into a target
company this gives you an equity foot in the door.
Private placement – you can get an investor to support a cash component if you have
the rest of the deal agreed. (But this should only be for large solvent businesses.)
When I bought the small IT company for £1 mentioned earlier, I merged it with a
larger IT company for a 35% stake in the new enlarged business, I then used a
combination of shares, earn out and deferral to take my stake up 87.5%. So the small
acquisition effectively became currency for a bigger deal.
 Bibo

The BIBO strategy (buy in buy out) is where we use our cash flow and financial
engineering tactics to take a sweat equity stake in a business and we then sell it back
to the founder once it is fixed, they pay you out of the future profits (see below). So for
example you might find a business that has cash flow problems, they are looking for
you to invest 100k for 30%, and you show them how you can fix the need for 100k and
make the business more cash flow positive going forward. Is that worth 30% still? Of
course, so then you have 30% of a profitable and cash positive business, so the one
person in the world who will value this share above everyone else is the founder/owner,
so really your work is done, you have added the real value for your share so why don't
they buy you out again? You can be totally upfront about this, explaining that as soon
as it is fixed you would like an exit, whether that is to sell the whole business or for
them to buy you back out. It is important to have a well worded contract to support
this, the one on the Harbour Club is just two pages.
I took a 50% stake in a business process outsourcer; I had fixed the fundamental
issues, but after time had struggled to add more value, we got a few new clients but
also lost a few so it was really standing still. I was able to sell my stake back to
management and exit that way, when I explained this at a Harbour Club, people saw it
as a great way to replace their income so they could engage with Harbour Club full
time, so it became a part of the course.
Why deferred payments don't work
and how to make them work
When it comes to selling a business, or a share in a business like in a BIBO, it is
common to have a proportion upfront and a portion deferred (paid later) deferral is
not the same as Earn Out, earn out is linked to a specific performance, you have to
achieve something to get it, like a profit target or customer retention etc. Deferral is
a straight amount of money over a period of time.

You will often hear people say be happy with the upfront payment as you won't
ever get the deferral. And unfortunately that's often true. The deferred element
becomes a resented payment each month and eventually people begin to talk
themselves into why they should stop paying it, and you end up with a defense
based on implied warranty, so 'he told me it was black it is actually a very dark
blue' type of defense and the legal system is so unfair that it can cost you many tens
of thousands of pounds just to get to court over the matter and then you are relying
on the mood of the judge for a positive outcome.
If you wanted to get security like a debenture or a personal guarantee the
sellers' accountant or lawyer would simply dismiss it out of hand, particularly when you are
selling a small stake in the business.
 However if the buyer was to take out a loan it is perfectly normal to
ask for a debenture (a full fixed and floating charge over the assets of the company)
it's also normal for the lender to charge interest and an arrangement fee, also
things that you would not expect to get approved in a deferral agreement.
So the answer, your own loan company. Now you can say, I will sell you my 30%
for 150k and I have a company that will give you the loan to do so. The buyer then
enters into a loan agreement and debenture with the loan company for 150k and you
had over your shares. As they make repayments to the loan company so the loan
company sends you the money. So the loan company does not physically have to
have the money, it simply processes the payments.
In the event they stop paying you can foreclose on the whole business (not just
the 30%) and the legal case is black and white, 'we lent you money, pay us our money'
they can't wriggle and argue and moralize that one!

On the Harbour Club we run through many different applications for this and
some tweaks and tips to make it really work and really watertight. But this is also a
great way to get good value, as people tend to use what I call 'buy to let' mentality,
this where as long as the tenant pays the mortgage they lose sight of the value. So in
this case as long as the profits easily cover the loan they will pay far more than a
cash buyer.
I was able to sell a mechanical and electrical engineering company for 250k (150k of
which was a loan) that I don't think I would have gotten more than the 150k for normally, so
this massively increased the value, and created a passive income.
 Always use an SPV

When I talk about buying a company for £1, what actually happens is an SPV
(a special purpose vehicle) buys the shares in the target company for £1. An SPV is
simply a registered limited company sitting waiting to do a deal. You can register
companies quickly and cheaply, so simply have one sitting there waiting to do a
transaction. The key thing about a limited company is its limited liability, so rather
than personally buying the company and risking you as a contracting party being
held liable for something in
the future just putting an SPV
in between creates a little
more security, the contracting
party (the one that can be
sued) is a company and
not you. There are a huge
number of other benefits as
well, and we cover why I don't
like the normal legal advice
of just buying the assets, not
the company… I would always
buy the company, but you
have to know how to
safeguard the situation.
 Bad paying customers,
and letter writing lead gen

The following is a great tactic for finding and communicating with distressed
companies. A word of warning; you need to know what you are doing, this is a
powerful tool for finding distressed companies, but remember you need to know
how to safely acquire and turn them around or you can really be messing with people's
lives.
So the legal definition of insolvency is 'unable to meet your debts when they fall due' so
anyone not paying on time is, in the eyes of the law, insolvent and you are not allowed to trade
when you are knowingly insolvent. So the key is to find people while they are in trouble, but
before they call the insolvency practitioner, who will, by the way, ruin everything for the staff,
for the creditors, the customers and the owner, so it is a race to get there first and save the day.
A. Start with companies who supply businesses and find out who is on their 'naughty list' so
who is a bad payer.
B. Search those people on a credit checking tool like Creditsafe or Experian business builder.
C. Make sure they are not Tesco (also a bad payer apparently), but fit our acquisition profile.
D. Write a letter as an investor to each of the directors at their directors service address
(usually their home).
We have played around with this a lot and the right letter to the right companies can get
you very high % results. The home address part is key, you can also use it for geographical or
sector targeting. The letter can't come from a business, no logo, mustn't look like a marketing
activity or any kind of 'mass production' a personal letter from you to them. I cannot count how
many deals have been found this way, Lee Smith, who did the Harbour Club for a second time
recently told me he had done 8 deals, when I got to the letter part of the course he said 100%
of his deals came from using the letter strategy.
 Roll ups and building huge value
When you have a company, why not look for more in the same sector? One of
the biggest drivers of value is scale, big companies are much more valuable than small
ones, and a big one can just as easily be several small ones put together, so when you
have a company can you roll up?
You can read my book Agglomerate (from idea to IPO in 12 months) for my take on
doing huge roll ups without cash or debt. It also tackles a lot of the issues on integration,
culture and value retention. This is about how to put deals together in the hundreds of
millions of value, but with normal small profitable debt free companies, good businesses,
not distressed but sub-scale from a capital markets perspective.
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Proven M&A Strategies Refined Over 20 Years
How To Buy, Fix And Sell Businesses Without Using Cash Upfront,
Lawyers Or Leverage

Daily email lessons reveal how to source leads, build rapport, structure offers,
secure meetings, close deals, reduce legal headaches, increase value, exit
and build wealth.

Free 21-Day Email Course: Discover M&A Strategies From

Global Deal Maker, Published Author and Speaker Jeremy
Harbour
During this free 21-day email course you’ll discover...

Module #1 – How To Source Deals

Why buying and selling businesses during the coming decade will be one
of the greatest opportunities of our lifetime. - Day 1

The 4 areas on which entrepreneurs should focus their attention to create

wealth without doing more sales or marketing. - Day 1

3 motivations that allowed Jeremy to buy a business owner’s IT company

for nothing upfront. (Hint: “money” was not one of them.) - Day 2

The sourcing method that provides a reliable and steady flow of leads.
(One student has completed 15 deals with this.) - Day 3

Forget seeking the help of insolvency practitioners or business brokers! You’ll discover
the reason you shouldn’t buy companies listed for sale and what to do instead. - Day 3

Module #2 – How To Build Rapport and Fact Find

The best way to protect yourself from a recession. (Jeremy learnt this painful lesson after
losing a call centre business that generated £800,000 ($992,000) net profit per year
before the 2008 crisis.) - Day 4

The common advice from lawyers and accountants that kills potential deals with business
owners, and what to do instead. - Day 5

How to position yourself strategically to reach more business owners and have productive
conversations. - Day 5
Module #3 – How To Structure Zero Cash Upfront Deals
How Jeremy’s student (Gauri) bought a £3.2 million business for zero cash upfront. (Deep-
dive case study video presentation included.) - Day 6

The 9 “Deal Pie” elements to structure zero cash upfront deals. (One of them is deferred
payments.) - Day 7

Discover 12 of the 14 “cookie-cutter” deal structure templates we teach to buy companies

for zero cash upfront. - Day 8

How Jeremy’s student Chris (from the USA) used the Harbour Club “Property Split” strategy
to buy a business and quickly flip the attached property for $68,000. - Day 8

The vital business purchase that’s cheaper than a hardback book. (Never ever do deals
without this.) - Day 9

How Jeremy acquired a company that generated $92 million dollars in revenue for no
cash upfront. (His biggest deal to date.) - Day 10

3 reasons global capital ignores the small business sector. Plus, the new model that helps
entrepreneurs scale and exit at much higher multiples. (Hint: It’s not with Roll-ups.) - Day 10

How students have earned 6-7 figure stakes in businesses by having Jeremy close deals
for them. - Day 11

Module #4 – How To Meet and Close Deals

11 words that virtually guarantee you get a deal done. (This works wonders once you’ve
reached the “meet and close” stage of negotiations.) - Day 12

How Steve (one of Jeremy’s students) overcame a business owner’s surprise request for an
extra £50,000 and bought the company for zero cash upfront. Plus, the document that
rescued his £1.7 million deal fromfalling apart. - Day 13

Module #5 – Legal Hacks

How to stop the previous owner from running off with all your best staff and customers.
Sadly, “non-compete” clauses don’t work. You’ll discover what to do instead. - Day 14

How to ensure you get paid your fair share of profits when you take a small stake in a
company. This strategy was born after Jeremy received zero dividends despite having a
40% stake in a music school. (It made £2 million of net profit.) - Day 15
Module #6 – Strategies To Fix and Improve Businesses
Cash is king. Businesses don’t go bust from a lack of profit but a lack of cash. In this lesson,
you’ll learn the “4 quadrants” strategy to improve cash flow
problems. - Day 16

How to get an extra 7 days’ credit terms from your supplier without getting complaints.
(You don’t even need to contact them to use this simple
payment hack.) - Day 16

The management strategy Jeremy used to increase the gross profits of his telecom business
by 30%. - Day 17

The simple tweak that can add up to 40% net profit to a business. - Day 17

Module #7 – Exit Strategies

Warning: You must remove yourself from a business before you sell or you’ll end up wearing
golden handcuffs. Buyers don't want jobs. They want experienced managers to run their
companies. In lesson #18 you’ll discover how to find the most qualified and talented CEO to
run your business before you exit. (Tip: Never recruit a CEO who is available for hire.) - Day 18

The valuation model that allowed Jeremy to sell a health club for 6-figures even though it
made zero profit. - Day 19

Module #8 – Wealth Creation Strategies

The financial hack that allows you to borrow cash for investments, boats, cars or anything
you want at 0.7% per year. (Yes, you heard that right. You could borrow $100,000 for only
$700 of interest per year.) - Day 20

How Jeremy makes a 20-30% return on tech stocks (like Apple and Amazon) without buying
them. Plus, the financial hack he used to drive a nearly new Maserati Levante SUV for 5
months at a total cost of only 200 euros. - Day 21

How Jeremy bought a 43-foot Azimut Yacht for 40% below market value with cash he
borrowed at 0.7%. (It only cost him 1,470 euros per year in interest.) Plus, how he flipped the
yacht for a profit 2 years later and got another deal just like it. - Day 21
Free 21-Day Email Course: Discover
M&A Strategies From Global Deal
Maker, Published Author and Speaker
Jeremy Harbour

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