Jonathan Jay interviews Phil Hunt on acquiring two hair and beauty salons while still working as an HR director, using seller trust, direct outreach, creative funding, and deferred consideration to build toward a larger group.
Listen to the EpisodeEpisode 245 | Runtime: 26:05 | Audio Episode
Hear how Phil Hunt completed two salon acquisitions while still in full time employment, then started building a sector focused group with no personal cash at risk.
Three practical lessons from an employed acquisition entrepreneur who completed two deals quickly after taking direct action.
Phil stopped waiting for perfect letters, sent several hundred direct approaches, and created seller conversations that led to real acquisition opportunities.
The first vendor cared about legacy, staff security, and trust more than a large upfront price, which allowed a fast asset purchase on practical terms.
The second acquisition used available funding, existing company resources, and deferred consideration, showing how a buyer can complete a deal without using personal capital.
This episode follows Phil Hunt, a full time HR director in banking, as he explains how he moved from employment dependency toward business ownership by acquiring two hair and beauty salons. After initially overthinking letters, addresses, wording, and sector choice, Phil committed to direct outreach and began generating calls from motivated sellers.
The first deal came from a retiring salon owner who wanted her team protected and her business legacy preserved. The transaction moved quickly because the seller had a clear deadline, a lease was expiring, and trust developed early. Phil explains how the acquisition became a straightforward asset purchase, with the lease negotiation handled carefully through legal support and direct landlord communication.
The second deal was a share purchase with a seller who wanted continuity, a retained business name, and confidence that the company would be looked after. Phil discusses using creative funding and deferred consideration rather than personal cash, the value of having a sounding board, and his plan to build a six or seven site group before considering an exit or moving into another sector.
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