AFJ Law Group PLLC

AFJ Law Group PLLC Full-service law firm specializing in business, commercial real estate, and construction law.

06/17/2026

One of the most interesting things about buying a business is that what looks like a red flag isn’t always one.

I’ve seen buyers immediately dismiss businesses because they’ve been listed for sale for months—or even years.

But the better question is often not:
“Why hasn’t it sold?”

It’s:
“What has happened since it was listed?”

A business that has been through multiple failed transactions may tell a very different story than a business whose owner simply isn’t in a rush to sell.

As more entrepreneurs explore acquisition as a path to business ownership, I think learning how to ask better questions will become far more valuable than relying on assumptions.

In the video, I share some of the questions I’d be asking before deciding whether a long-listed business is a concern—or an opportunity.

Have you ever walked away from a deal because something looked like a red flag, only to learn there was a perfectly reasonable explanation?

06/16/2026

If I were buying a vending machine business, I wouldn’t start with the machines.

I’d start with the locations.

Vending machine businesses appeal to a lot of people because they can be a relatively affordable entry point into business ownership.

They may require less time than some businesses, can be scaled over time, and can even be a great way to teach children about entrepreneurship, responsibility, and building wealth.

But before buying one, I’d want to know:
• Are there written agreements for the machine locations?
• Can those agreements be assigned to a buyer?
• How concentrated is the revenue?
• How much owner involvement is required?
• What does inventory and route management actually look like?

The most valuable asset is often not the machine itself—it’s the right to place that machine where customers already are.

Not every “passive income” business is truly passive.

Before buying any business, it’s important to understand whether you’re acquiring a system that can operate without the owner or simply purchasing another job.

BusinessStrategy

One thing I’ve learned as a business owner is that the right rooms matter.Not because of networking for networking’s sak...
06/12/2026

One thing I’ve learned as a business owner is that the right rooms matter.

Not because of networking for networking’s sake, but because being surrounded by ambitious, thoughtful people has a way of expanding what’s possible.

Grateful for the opportunity to attend Femology ™ Females in Funding event and connect with so many incredible women doing just that.

And a special thank you to T A R A 📍 MICHIGAN for these photos🫶

06/11/2026

If I were buying a locksmith company, I’d want to know a lot more than the revenue.

🔑 How are customers finding the business?
🔑 Is the owner the business, or can it operate without them?
🔑 Are key employees likely to stay after a sale?
🔑 What prevents them from competing?
🔑 Is there a niche that makes the company stand out?

I recently came across a female-owned locksmith company focused on helping women feel safer in their homes. That’s the kind of positioning that gets my attention.

The best acquisitions aren’t always the biggest.

They’re often the businesses that have built something difficult to replicate.

06/10/2026

If your business serves everyone but you, you’re in trouble.

41.Last year brought some of the most meaningful and rewarding moments of my career. I had the opportunity to work with ...
06/09/2026

41.

Last year brought some of the most meaningful and rewarding moments of my career. I had the opportunity to work with incredible clients, grow AFJ Law Group, launch and build , and continue creating a business that reflects the life I want to build.

This year, I’m focused on intentional growth: in business, health, and life.

Grateful for everyone who has supported the journey so far. Excited for what’s next!

06/08/2026

A lot of business owners think selling their company happens when the perfect buyer shows up with the perfect offer.

Sometimes it does.

More often, the businesses that sell successfully are the ones that were intentionally built to be sold long before a buyer ever entered the picture.

Clean financials. Strong contracts. Transferable systems. Reduced owner dependency.

The best exits usually aren’t created when the buyer shows up.

They’re created years before.

SmallBusinessOwner

06/01/2026

Laundromats are one of those businesses people often point to as “simple.”

But simple doesn’t always mean low risk.

If I were buying a laundromat, I’d be looking beyond the cash flow numbers and asking questions about:
• The remaining life of the equipment
• Upcoming repair and replacement costs
• Utility expenses
• Lease terms and renewal options
• Whether the location itself is driving the business

Because sometimes the biggest risks in an acquisition aren’t obvious from the financial statements.

They’re hidden in the infrastructure.

One of the things I find most interesting about business acquisitions is that every industry has a different set of operational risks, and understanding those risks can be just as important as understanding the numbers.

DueDiligence BusinessLaw MichiganBusiness

05/28/2026

One of the biggest misconceptions in business is that opportunity only exists in industries that are completely untapped.

In reality, a lot of successful businesses are built in industries that are already crowded.

The difference is usually not about if the idea is original.

It’s about ex*****on, consistency, relationships, positioning, brand identity, and client experience.

There are thousands of brands technically offering similar services, but people still choose the businesses they connect with.

05/27/2026

If I were buying a construction company, one of the biggest things I’d want to understand is whether the business actually runs on systems… or runs on one person’s relationships.

A lot of construction businesses are built over years through:
*trust
*subcontractor relationships
*pricing instincts
*vendor relationships
*operational knowledge
*reputation

That’s valuable.

But it can also create vulnerability if too much of the business lives inside the owner’s head.

I’d want to understand:
-who actually manages client relationships
-whether systems and processes exist
-how dependent the business is on a few key people
-whether margins are consistent
-and whether operations could continue smoothly if ownership changed

A lot of buyers focus heavily on revenue.

But operational transferability matters just as much.

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Farmington Hills, MI
48331

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