Why I Chose to Buy a Business

The decision to buy a business wasn’t one I made lightly—it was the result of years of reflection, challenges, and a desire to take control of my future. For most of my career, I followed the traditional corporate path. I worked hard, climbed the ladder, and focused on delivering results. But along the way, I saw cracks in that system—moments when my stability and security were upended by decisions far beyond my control. One of those moments came when I was laid off while my wife was six months pregnant. She was in the other room, overhearing the entire Zoom call as I discovered I was being let go. When I walked out to tell her, she was already crying. She was scared—worried about what this would mean for our family and the baby we were about to welcome. I did what I had to do. Within two weeks, I found a consulting role, and within 30 days, I transitioned into a full-time position. But even as things stabilized, the fear I saw in her eyes that day stayed with me. It wasn’t just about that job or that layoff. It was the realization that no matter how hard I worked, my family’s stability was tied to someone else’s decisions—decisions I couldn’t control. That fear came back in my new role. Decisions were made to chase short-term gains at the expense of long-term success. I’d seen it before: leadership pushed for outcomes without the infrastructure to support it. We warned them it would be a challenge, but the cycle repeated. I came home drained, knowing that no matter how much effort I put in, I wasn’t in control of the outcomes. The thought of spending the next 10, 20, or 30 years on this treadmill was suffocating. I needed to take back control—for my family and for myself.

Why SMB Ownership?

When I began exploring my options, small and medium-sized business (SMB) ownership stood out as the best path forward. These businesses offered a unique balance of stability and opportunity. Many had an existing foundation—customers, systems, and a team in place—which meant I didn’t have to start from scratch. That stability was crucial for me. At the same time, SMBs presented untapped potential. Many of these businesses had room to grow through better marketing, improved operations, or expanded services. I saw ownership as a chance to take something good and make it great. In addition, SMB was something I could afford faster! But what truly drew me to SMB ownership was the freedom it represented. I wanted to step away from the uncertainty of corporate life and build something sustainable—something that I could shape, improve, and control. I wasn’t interested in trading one demanding role for another. I didn’t want to buy a job; I wanted to buy a business.??This distinction was critical. A job ties you to the day-to-day grind, but a business—with the right systems and people—creates value independently. I was prepared to work hard, especially in the beginning, but I wanted to build something that could eventually operate without my constant involvement.

The Journey to Ownership

Getting to the point where I could buy a business wasn’t easy. I didn’t have the capital upfront, so I started consulting on the side while working my corporate role. The long hours were challenging, but they allowed me to build a financial bridge while also gaining valuable experience. Through consulting, I managed high-stakes projects that required creative problem-solving and strategic thinking. These experiences pushed me to think like an owner—how to structure deals, troubleshoot issues, and scale operations. I also learned the importance of systems and people: a business is only as strong as the processes it relies on and the team behind it. Over time, I saved enough to start seriously exploring business ownership. I began researching businesses through brokers and platforms like BizBuySell, but I also took a proactive approach. I identified businesses I admired and reached out directly to their owners, sharing why I thought their business was incredible and why they should consider selling to me. After months of searching, I found Clothesline Cleaners. It checked every box: stability, scalability, and potential for improvement. I saw a business that I could grow, with systems and people already in place to support that growth. It wasn’t just about what the business was—it was about what it could become.

Why It Was Worth It For Me

Owning a business has been one of the most rewarding decisions I’ve ever made. It’s not without its challenges—there are stressful days, unexpected hurdles, and moments of doubt. But those challenges have been opportunities for growth. Business ownership has taught me to solve problems I never thought I’d face. It’s pushed me to develop resilience, adaptability, and creativity. Every improvement I make, every challenge I overcome, directly impacts something I own. That sense of ownership and accomplishment is unmatched. More importantly, owning a business has given me freedom. It’s freedom from the fear of layoffs, freedom to make decisions that align with my vision, and freedom to create a stable future for my family. I’m not fully at financial freedom yet—I still do consulting to reinvest aggressively in my business. But even now, I have more control over my life than I ever did in the corporate world. I’m building something sustainable, something meaningful, and something that aligns with the life I want to create. SMB ownership isn’t for everyone. It’s hard, messy, and full of risks. But if you’re willing to bet on yourself, it can be one of the most transformative decisions you’ll ever make.

Conclusion

Buying a business wasn’t just a financial decision—it was a life decision. It gave me the chance to take control, create stability, and build a future that aligns with my values and vision. For anyone considering this path, know that it’s challenging, but it’s worth it. The freedom, growth, and fulfillment you gain are life-changing.