Bed & Biscuit had already completed an acquisition and knew the M&A process inside out. With a first facility under their belt, their ambition was to scale through a roll-up — acquiring multiple businesses in the same niche and consolidating them into one larger operation.
But as the business grew, so did the demands on their time. Running day-to-day operations left little room for consistent deal sourcing. They were trying to operate, grow, and find new acquisition targets all at once — and it was slowing everything down. Unlike their first acquisition, when they had the time and focus to find the deal, they now had almost no capacity to source the next one.
What they needed was a predictable system that could find and qualify potential sellers automatically — while they focused on running the business and meeting with serious owners.
We worked with Bed & Biscuit in a hands-on, one-on-one engagement — helping them build their own origination infrastructure from the ground up. Rather than sourcing deals on their behalf, we gave them the plug-and-play system they needed to own the process themselves.
Using the same deal flow framework we run across all client engagements, we built a multi-channel outreach system across email, LinkedIn, SMS, and calls — centralised into a CRM enhanced with AI and automation to track, qualify, and nurture every opportunity.
We shared our internal SOPs, outreach templates, and pre-built mechanisms so their team could be trained on the system and duplicate what works — without going through the trial-and-error phase most buyers face when building origination from scratch.
We guided Bed & Biscuit through each stage of the build with structured strategy sessions — covering setup, configuration, campaign launch, and CRM integration. Every step was supported with video SOPs, templates, and pre-built automations so the team could implement without delays.
Where issues arose, we troubleshot in real time and optimised until the system was fully operational. The goal was not just to get the system running — but to ensure their team understood it well enough to manage, adapt, and scale it independently over time.