Three weeks into cold calling for my search fund. Lessons hitting harder than a 5 a.m. reveille. IYKYK.
In the Navy, you’d hear all the time “If it’s worth doing, it’s worth overdoing.”
That’s the fire I’m bringing to this grind. Half-measures won’t cut it when hunting for a business to buy.
Today, I’m sharing where I’m at and what I’ve learned. I’m pulling from Alex Hormozi’s 100M Offers, Napoleon Hill’s Think and Grow Rich, and Frank Bettger’s How I Raised Myself from Failure to Success in Selling.
No Part-Time Heroes
Searching for a business isn’t a side hustle.
It’s a full-on deployment.
I’ve been pounding the phones for three weeks. I’ve seen it done, but I don’t know how you’d pull this off while working a 40-hour-a-week job.
Everyone I know who bought a business while working full-time stumbled into the deal. Luck isn’t a strategy. Process is.
It’s easy to “play search” like you’re playing house. Send an interest on BizBuySell. Sign a few NDAs. It’s just motions. It won’t yield results.
If buying and running a business is your path, put in the work. Find a way to go full-time, whether through a search fund or offer to work for a potential seller for a few years while you learn the business and take it over.
Sell the Dream with Conviction
I made a mistake when I left the Navy. I hoped someone would “see my potential.”
Big mistake.
I see the same error in searchers and veterans hunting for jobs. “I just need someone to take a chance on me.”
About one in four vets I talk to says this. I stop them. Never say that again.
Buying a business, like landing a job, is about derisking. You’re not just a dude. You’re the dude for the job. Show how your past makes you the right choice.
If you don’t believe it, they won’t. Asking them to bridge that confidence gap is the opposite of derisking.
Napoleon Hill in Think and Grow Rich says complete conviction is key. You’re not begging to buy a business. You’re offering a seller a bag of money and a future they can trust.
Frank Bettger in How I Raised Myself from Failure to Success in Selling says enthusiasm is your weapon. Bring energy to every call. Act thrilled to grow their business. They’ll feel it.
But don’t just hype it. Bettger says guide, don’t convince. Help sellers reach the right conclusion themselves.
Here’s how I handle pushback:
“Why sell to you instead of a private equity firm?”
I ask, “What matters most—cash or your team’s future?”
Most say their people.
My Navy leadership taught me to prioritize individuals. The numbers follow.
To private equity, relationships look like synergies on a spreadsheet. I’m a face they can trust to care for customers and employees.“I’m not sure I’m ready to sell yet.”
I dig deeper: “Is it because you haven’t planned for retirement, or something else?”
Older sellers tie retirement to age. That’s often a proxy for money worries.
A bag of money can solve those. I help them see selling now makes sense.“How will you take care of my employees?”
I ask, “What’s most important to you about your team’s future?”
I’m not buying a distressed business. I won’t break what they built.
My plan is “business as usual” for six months. Stabilize cash flow, keep the team intact, no big changes. That builds trust.“What if you don’t have enough experience?”
I ask, “What specific skills do you think are critical here?”
This gets them to unpack what made them successful.
I tie it to my Navy leadership, like running a crew through chaos. If they’re in the weeds, I show I’ll focus on strategy, not micromanaging.
Alex Hormozi’s value equation in 100M Offers nails this:
Value = (Dream Outcome × Perceived Likelihood of Achievement) ÷ (Time Delay × Effort & Sacrifice).
Sellers want a big payout and a secure future. Prove you’re the guy with leadership stories, like rallying a team under pressure.
Make the process easy: quick responses, no nonsense. Target businesses you can buy. No $50M dreams with SBA financing.
Pitch with confidence: “I’m the person to run your business and keep your baby alive.”
Make the offer so good they’d feel stupid saying no.
Three Weeks of Cold Calling: Hard Truths
Three weeks on the phones taught me this:
Follow up relentlessly. One call won’t cut it. Bettger says persistence is everything. Sellers go hot and cold. Be there for both. Just because someone ghosts you on the third email doesn’t mean they won’t pick up the phone. Remember, they’re running a business.
You need a system. Bettger was obsessed with organization. Track calls. Schedule follow-ups. I use a CRM to log every outreach. It’s like plotting a Navy mission: no plan, no progress. A system lets you scale outreach with a personal touch, referencing past calls or emails.
Sellers want trust. Many owners care more about employees than the payout. Bettger’s trick? Ask questions to uncover priorities, then tailor your pitch. Remind them if they waver.
Conviction wins, even when you’re wrong. In the Navy, “if you’re wrong, stay wrong.” Changing course mid-formation kills confidence. Commit, execute, adjust later. You’re going to fumble a bunch of calls in the beginning. Good news is that search is a repetition game. Hill says believe in your offer. Bettger says bring enthusiasm. Every call, I’m selling me—my work ethic, leadership, vision. Not begging. Offering a deal they can’t refuse.
Dominate, Don’t Dabble
Half-measures lose fights every day.
Process is better than luck - put your faith in that.
You can’t pitch with hesitation and expect trust.
Craft an offer that screams value. Guide sellers to see you as the obvious choice with enthusiasm and conviction.
You know whats cool? Being the friend that shares valuable information with others. “I was reading this and thought of you” keeps relationships alive and shows care. If this was valuable, you can be that person and share this with them.
Keep attacking,
Brock