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Published Mar 13, 2023

How to Build a HOLDCO Around Company Culture | Michael Arrieta Interview

Discover how Michael Arrieta transitioned from tech to acquiring service-oriented businesses with a focus on positive community impact, while emphasizing the crucial roles of sales and company culture in driving growth and success in his holding company, Garden City.
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  • From Tech to Service

    Michael Arrieta's journey from Silicon Valley to acquiring service-oriented companies is a fascinating tale of personal evolution. Raised in a service-oriented family, he was initially drawn to the tech world, where he achieved significant success at companies like DocuSign. Despite the allure of tech's rapid growth, Michael felt a deeper calling to create and impact communities through service businesses.

    If money were no issue, what would I do with the short days we have left on this earth?

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    His decision to leave the tech industry was driven by a desire to pursue meaningful work that aligned with his values and upbringing 1 2 3.

       

    Rapid Acquisitions

    Michael's approach to acquiring businesses is both strategic and innovative, focusing on rapid yet thoughtful acquisitions. He emphasizes the importance of understanding the unique value of each business and maintaining simplicity in legal processes to ensure swift transactions. His strategy includes engaging with sellers to ensure alignment and offering flexible roles post-acquisition.

    We actually will guarantee we could close in 60 days because we don't use debt.

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    This approach has allowed him to double EBITDA in less than a year for some acquisitions, showcasing the effectiveness of his methods 4 5 6.

       

    Acquisition Challenges

    Navigating the acquisition landscape has not been without its challenges for Michael. Initially, he focused too much on minor details, which distracted him from critical aspects like industry viability and team quality. This experience taught him to prioritize essential factors and avoid bad deals, which he considers worse than no deal at all.

    The worst deal you could do is a bad one. It's not making a deal, it's having a bad deal.

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    By refining his approach, Michael has developed a more efficient process for evaluating potential acquisitions, ensuring that he focuses on what truly matters 7 5 6.

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