At the Wildman Group, navigating acquisitions is about embracing change and investing in programs that build communication and relationships with new team members. Hear how Josh Wildman maintains a great culture at his third-generation family business in tomorrow's podcast episode of Here We Grow.
I've done acquisitions in my past career and it can be a difficult thing to do the integration, but it seems like you're attracting them with this culture that you've that you've created. How is that going from your point of view? I think it's identifying the right acquisitions as been part of it, the acquisitions where there's already a value alignment. It may not be stated in the same way, but you know there's there's enough alignment there. Ultimately there's a hunger to grow to be better and so I think identifying. They're the right acquisition. You know, at the end of the day programs don't build culture, but they reinforce what it is. And so we spent about 1% of our revenue up above and beyond what a normal company would on people, systems and programs. You know, the classic line is, hey, we just, you know, partner and bought your company, but nothing's going to change, right? Well, yeah, things are going to change. We invest in, especially in the 1st 90 days in communication and relationships.
