🚨Big announcement🚨 Mainstreet has acquired Capbase from Deel. We’re excited to continue offering the best solutions for our SMB customers as we continue building the end to end G-suite for business back office automation. Onward 🚀

~20%+ yoy revenue growth, profitable and trading at ~22x revenue multiple. The 8th wonder of the world is a scaled healthy SaaS company.

Yesterday @agazdecki asked me a question I really liked: “If you were starting over with $1M, what would you do?” I told him I don’t need $1M. I can do it with zero. I’d roll up 5-6 small SaaS businesses doing $200-500k ARR. I’d use earn outs, seller notes, and rolled equity. By month 2, I’d be worth 7 figures. By month 6, 8 figures. You don’t need capital. You need leverage, structure, and deal execution. PS- Yes these deals exist they are everywhere but you need to understand how to execute deals quickly, cheaply and the complexity of M&A. Which is not trivial.

Firing Travis Kalanick will go down as one of the worst board decisions of all time. Sure the IPO went well… but the decision by Dara to gut their autonomy (AI division) is unforgivable.

This is what Fintech looks like at scale. Beautifully done by Immad and the team at Mercury. Will see more and more companies like this (high growth, profitable) over the coming years because of AI and automation. Vertical category winners in every sector will win big.

Emilie and Brian are the 2025 Sheryl Sandberg and Zuck of ~2015.

I have a relative who’s a savant at investing. Recommended I buy: - NVIDIA stock in ~2011 - Bitcoin in ~2012 - Compute as a service companies in 2023 Unfortunately I’m bad at taking investment advice… Been encouraging him to create an X account. Give this a like if you think he should and I’ll link his profile below if I can convince him. He rarely makes predictions but when he does they are 🔥 🔥 (so far at least).

M&A is your only surefire path to massive distribution in an AI world. Yes other paths work but they’re not guaranteed or quick. Acquiring or merging with your largest competitor is one guaranteed path. Once everyone catches on (just like General Catalyst and others spinning up VBO funds) strategics will be all in on acquisitions again.

Sounds like DoorDash needs a better M&A integration team. This isn’t technically difficult. This is a solved problem. The problem is most companies don’t structure their teams to be setup for successful integration. So this is an org structuring problem not a technical one.

At @MainStreet we outpaced our competitors that raised tens or hundreds of millions of dollars in less than a year all while staying bootstrapped and profitable. No VC safety net. No burn. Just execution, M&A and a world class team obsessed with results. Looking back, a few principles have made all the difference: 1. Pace Paradox (Buy vs Build) Founders over romanticize "building". We acquire distribution, customers, and products then layer our systems, brand, and tech on top. In 2025 it’s faster, cheaper, and smarter. Product led growth is great long term. Acquisition led growth compounds faster short term (just ask Meta: Instagram, Oculus, WhatsApp) 2. Profitability = freedom. VC money gives optionality. Cash flow gives control. When you’re profitable, no investor dictates your strategy, valuation, or timing. We decide our own destiny that’s our edge. 3. The first 20 people define the culture. We don’t hire resumes. We hire for alignment and alignment = velocity. Every early leader at MainStreet can build, sell, model, and execute. A players don’t need permission they need alignment (speed kills). 4. TAM is a function of integration, not imagination. Accounting → Bookkeeping→ HR → Tax → Benefits → Legal → Financing. Each vertical on its own is big. Combined, they’re a trillion dollar platform opportunity hiding in plain sight. 5. Speed compounds. We close deals in weeks, not months. We integrate in weeks, not quarters. Every task that moves faster by 10% compounds 10x over time. The smartest team working the hardest win long term because effort compounds exponentially over years. 6. Never waste a crisis. When the market froze, we bought what others abandoned. When others cut, we consolidated. When others waited, we executed. That’s how you build enduring companies... Do what’s difficult when the easy thing is to follow everyone else.

So I’m curious what path people pick (question below). Two paths of growth… 1) You raise $10M and build a product, build GTM and get ~$3-5m ARR but it takes 1-2 years. 2) You raise $10M, buy a company within the same sector and get to $5M ARR instantly within months. So why do 99% of founders still choose Option 1? Everyone says “speed wins”. Yet everyone has Pace Paradox blindness. It used to take $5M and 2 years to build software. Now it takes $50k and a few months. The real constraint isn’t code…it’s distribution and customer trust. Buying solves that instantly. Yes, you need great products long term. Yes, you need product led growth. But if the team is right, that will be true in either Option 1 or Option 2. The real question isn’t team it’s strategy of execution. How do you win market share as fast as possible before AI locks you out forever?

I'm hiring for a Business Operations position @MainStreet . The role would work closely with me across: M&A, Ops and Product. Basically an internal "swiss army knife". Location: Bay Area (Remote to start) Total comp is ~$200-275k annually Comment or DM me 👇👇

we need more billionaires

Huge milestone for Anduril, the Air Force, and the United States. The world's first autonomous fighter jet opens a new frontier for tactics, technology, and morality.

America and Japan are going to win the AI & robotics race together. This is the start of something big.

@MainStreet @RecruiterDotCom @Employerdotcom I like Mainstreet the best though.

I haven’t watched as many games in a World Series since the Giants last played in the World Series. One of the most entertaining World Series of all time. Crazy series of games congrats to both teams.

Founders, Let’s make it a habit to lift each other up and not tear each other down. We’re part of a unique fraternity that few people truly understand. The last thing we need is beef with each other. Instead, let’s be each others support and biggest fans. Supporting each other is much more important than being right. And for people beefing, everyone is a good person and means well. Sometimes social media creates this rifts and best to just clean it up and move on. Thanks for your attention to this matter!