In my mind, educational institutions are an 'all value' entity - in fact, there is nothing of value in an education business except what it stands for - and therefore, defining the business assets in terms of buildings, licenses and even students is a mistake. Even if it's difficult, and means, for me, living on the edge for a few more months, I am inclined to build an institution first and only work with investors who sign up to that idea, rather than putting the cart before the horse and trying to go uphill all over again.
Other than this elusive hunt for an acquisition target, I spent rest of my time this week managing the transition out of my previous job, which required work throughout the week in dealing with partners, employees and students, and working on the business plan for the new one. Some of it was about writing recommendations and giving references for my ex-colleagues, but most of it were more complex discussions that come with the goings-on with the merger of the college, my ex-employers, with another one. The business planning bit was complex too, though more pleasurable, given the forward focus and the possibilities inherent in it. I am fortunate to be working alongside someone who is very focused and determined, and he indeed ensured that we keep to a timeline and completed the work as planned. I recognize one of the greatest dangers of working on our own time is to drift and lose the sense of urgency, but Mike's constant focus was the perfect anti-dote to any sort of complacence that could have crept in.