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13 months of ownership produced 3.3x revenue growth (from $1.9M to a $6.3M run…

2026-07-11 · 15:05 UTC ·@therobertbrooks ·1 min read

Brief

Author @therobertbrooks says he grew a home‑services business organically over 13 months: revenue 3.3x ($1.9M → $6.3M run rate), EBITDA 7.3x ($220k → $1.6M annualized), repaid 100% of investor capital, and built $1M dry powder; M&A is now underway as he scales sub‑scale businesses after leaving corporate and drawing on his Marine Corps background.

Why it matters

13 months of ownership produced 3.3x revenue growth (from $1.9M to a $6.3M run rate) and 7.3x EBITDA growth (from $220k to $1.6M annualized), claimed as all organic.

Key details

  • 100% of investor capital (including his own) has been repaid and $1M in dry powder was accumulated; M&A activity is now officially underway.
  • Author @therobertbrooks, a Marine Corps Infantry Combat Veteran who left corporate due to red tape, says he buys sub-scale home‑services businesses and 'pours rocket fuel' on them to prove doubters wrong.
Source evidence

There’s a lot of noise about growing home services companies right now. Especially from people trying to sell you something.

I just share our journey to add value. My focus is on winning on the fundamentals.

Everyone talks about top-line revenue because it’s fun. I do too. But when I talk top-line, I back it up with a heavy bottom line.

My recent post about our organic growth had some skeptics saying the math didn’t check out. 🤷‍♂️

So, here is some real math after 13 months of ownership:

• 3.3x revenue growth ($1.9M to $6.3M run rate)
• 7.3x EBITDA growth ($220k to $1.6M annualized)
• 100% of investor capital paid back (including my own) • $1M in dry powder stacked along the way

All organic. And now? M&A is officially underway.

Buying a sub-scale business and pouring rocket fuel on it is absolutely possible. I’m proving it every day.

I'm proving it to the doubters, but more importantly, I'm proving it to myself. I wasn't raised in a successful family. I’ve mainly taught myself everything I know. I always knew I was capable, but I spent years dealing with corporate C-level executives holding me back because of red tape, politics and their own personal fears protecting their career.

Because I didn't come from the pedigree they expected, and because I'm a Marine Corps Infantry Combat Veteran, I can be a little rough around the edges.

I have a chip on my shoulder.

That’s why I left corporate. I didn't do this to sit back, coast, and build a little equity by slowly paying off an SBA loan.

I don't know exactly what the future holds, but we are just getting started.