How criticality affects pricing and stickiness

My guest today is Nick Hatchka, founder of Cub Investments, which has completed over a dozen acquisitions. Nick is now building a regional platform of generator dealers and service businesses in California alongside his operating partner, Dylan Ferguson. We discuss his journey:

- to independent sponsorship,
- lessons from 12+ acquisitions,
- what makes a good business model,
- partnering with operators,
- and buying seller-dependent companies.

Sponsors
This episode is brought to you by CapitalPad. A marketplace that connects acquisition entrepreneurs who need capital with investors who want exposure to small-business deals. Standardized terms, governance, and distributions included. If you’re raising for a deal - or want to back operators - check out https://capitalpad.com/

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We cover:
0:00 Nick Hatchka on 12+ acquisitions and a California generator platform
0:35 Background: MIT → McKinsey → 2 startups → Fortune 500 clean tech
1:54 Founding Cub (2016): SBA and personal capital for the first deal
2:49 Scaling: 12+ acquisitions across interior plants and landscaping, later divested
4:09 New platform thesis: generators in California and why the model is capital intensive
5:27 Investing focus: market and model selection over operator heroics
8:16 Capital discipline: self-funded pace vs raising outside capital
9:18 Sponsor CapitalPad: standardized terms, governance, and distributions for acquirers and investors
12:03 Generator business explained: sell, install, maintain, and test backup power (monthly, quarterly, annual PMs)
13:22 Sponsor Spacebar Studios: done-for-you newsletters with a two-week free setup
20:11 Partnering with Dylan Ferguson: 20-30 interviews and complementary skills
25:54 First acquisition Conti: sourced direct, LOI-to-close ~6 months, closed Jan 2024
28:16 Post-close playbook: replace owner-operator and rebuild systems for scale
33:39 Early lessons: grew fast to replace 4–5 seller hats and would build recruiting pipeline earlier
34:38 Results: revenue ~$3M → ~$6M and team 7 → ~14
42:13 Second acquisition PowerGen: 5–6 months later with larger C&I footprint in Bay Area and Sacramento
45:04 Capital and operating philosophy: seller note fixed ~8 years, target ≥3x DSCR, keep strong cash reserves and focus on service quality
51:32 Book and wrap: The Science of Success and expanding the circle of competence

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This podcast is for informational purposes only and should not be relied upon as a basis for investment decisions.