This is Iwona’s story.
How to sell a garage door business at the right time, to the right buyer, for the right price is the question Iwona Wojciechowski had been turning over for almost a year before she picked up the phone. When the right time came, she called CGK Business Sales. Iwona ran a $1.7 million annual revenue, $325,000 SDE single-truck residential garage door operator out of Plano, in the Collin County stretch of the north Dallas metroplex. She had founded the firm in 2015 after a decade as the office manager at a regional builder, building it the slow way: one referral at a time across the master-planned subdivisions north of the 75 corridor and out into Frisco, McKinney, and Allen. The work split was 60 percent service-and-repair (broken springs, off-track doors, weatherseal, opener boards), 35 percent new residential install (Clopay and Wayne Dalton dealer relationships feeding the Plano and Frisco new-construction pipeline), and a small 5 percent layer of standalone spring-and-opener replacements that came in through her thirteen-year-old service-call CRM. Zero commercial overhead door work, by design. Two service trucks, seven employees, one assignable lease on a 1,800 square foot service-and-storage shop on the Plano Parkway corridor. She was 52. Her husband Jacek, the firm’s install foreman and operations lead, was retiring after seventeen years in the trade. Their daughter Magda was a marketing director in Austin, no successor in the family, and the second grandchild was due there in 2026. Iwona was physically still able to swing a torque wrench but had been doing dispatch and sales and admin for years, and the thought of recruiting and training a replacement install foreman after Jacek stepped down felt like starting over at 52. She came to us in late 2025 because she did not know who else to talk to about how to sell a garage door business at this size, in a residential-only sub-segment, in the north Dallas market where the buyer pool reshuffled around HNWI personal-capital buyers (often Plano and Frisco tech-exit operators), SBA-leveraged first-time entrepreneurs, and a small set of regional independent operators expanding from adjacent Texas metros. This page is what happened next, and what could happen for you. Iwona is a composite, not a single real CGK seller, but the patterns and details are pulled from real garage-door engagements at this size.
The night before Iwona called us.
Most owners who decide to sell a garage door business have been thinking about it quietly for a year or so before they pick up the phone. Iwona was no different. She was 52. For eleven years she had been the dispatcher, the salesperson on every install bid, the bookkeeper who reviewed the part-time CPA’s monthly close, the recruiting lead on every service tech and install crew member, the after-hours escalation point on every Saturday spring-replacement call when a homeowner’s car was trapped in a closed-door garage, and the senior arbiter on every customer complaint that crossed her desk. The business did $1.7 million in annual revenue and $325,000 in Seller’s Discretionary Earnings. Two service trucks. Seven employees: Iwona on dispatch and sales, Jacek as install foreman and operations lead, one full-time service tech who carried most of the spring-and-opener work, two install crew members who paired with Jacek on new-door days, one full-time dispatcher who took the morning calls, and a part-time bookkeeper who closed the month every fourth Friday. Roughly 1,400 individual homeowner accounts in the service-call CRM, naturally diversified across Plano, Frisco, McKinney, Allen, Prosper, Wylie, The Colony, Carrollton, and Lewisville, with one HOA service contract on a 320-home Frisco master-planned subdivision that accounted for about 9 percent of revenue and was the firm’s only meaningful customer-concentration line.
Why owners decide to sell a garage door business
Jacek had told Iwona over Easter dinner that he was done at the end of the year. He was 58, his back hurt every morning by the time he got the second torsion spring tensioned, and seventeen years of climbing in and out of north Texas homeowner garages on weekends had been enough. The bigger pressure was the family geography. Iwona’s parents had emigrated from Poland to Dallas in 1985 during the Solidarność diaspora wave, and Iwona had grown up in Plano, attended Plano Senior High, and stayed close to the small-but-cohesive Polish-American community at her parish in north Dallas. Their daughter Magda had moved to Austin out of college, taken a marketing director role at a consumer-brands firm, married a software engineer based out of east Austin, and was expecting their second child in the spring of 2026. Magda’s family had bought a house in north Austin two years earlier with a guest suite that Iwona and Jacek had spent three holidays in. The math on the next ten years pointed south down I-35 toward the grandchildren. Iwona had been approached three times in the previous year, twice by HNWI personal-capital buyers from outside the trade and once by a small regional garage-door operator from the Houston metro looking to expand into the Dallas-Fort Worth market. She had not returned any of those calls. She did not know what her firm was actually worth at $1.7 million revenue and $325,000 SDE. She did not know whether a buyer pool even existed for a single-truck residential operator without commercial overhead door revenue. She did not know whether her thirteen-year service-call CRM and her Clopay and Wayne Dalton dealer relationships were worth anything to a buyer or whether they were table stakes. She did not have a single peer in her life who had ever sold a garage door business at this size.
That is the night she found CGK and submitted the form. We called her back at 8:21 the next morning.
What we found in week one.
What we look for when we sell a garage door business
The first call ran 47 minutes. We did most of the listening. Iwona walked us through the firm the way she had walked through it every morning for eleven years: dispatch first, then the install schedule, then the part orders, then the service tickets that had been left open from the day before. Within the first week of the engagement we had spent two days at the Plano Parkway shop and surfaced four findings that would frame the rest of the work.
The Plano Parkway lease was assignable. Iwona did not own the 1,800 square foot service-and-storage shop. She leased it from a small commercial landlord on a lease that had four years left on the current term and an explicit assignment clause with landlord consent not to be unreasonably withheld. For a buyer who wanted continuity in the existing operating footprint, that lease was a value driver, not a liability. We made a note to package the lease abstract early in the data room.
The Clopay and Wayne Dalton dealer relationships were transferable but underdocumented. Iwona had a Clopay dealer agreement going back to 2017 and a Wayne Dalton dealer agreement going back to 2019. Her allocation history during the 2020 supply chain stretch had been favorable, her warranty-claim record was clean, and both manufacturers had her on factory-training distribution lists. None of that was packaged into anything a buyer’s diligence team could review in a single sitting. We started compiling a dealer-relationship binder.
The service-call CRM was an Excel workbook Iwona had built herself. It went back thirteen years. It tracked every individual homeowner the firm had served, the door brand, the opener brand, the date of last service, the parts replaced, and the technician who ran the call. A buyer underwriting recurring service-call density on the existing customer base would value that workbook meaningfully. It was also exclusively in Iwona’s head and on her laptop, which is a transition risk we needed to plan around from week one.
The GPS-tracked truck routing implemented in 2022 had reshaped the unit economics. Iwona had installed Verizon Connect on both service trucks in early 2022 and had been routing service calls off live truck-position data since that summer. Average response-time-to-service had moved from 4.2 hours pre-installation to 2.1 hours within twelve months, and the 2.1-hour response had shown up on her Google reviews and her HOA-contract renewal terms. That operational story is what a smart buyer underwrites upside on. We made it the centerpiece of the marketing narrative.
The Dallas heat-driven seasonal pattern was a distinct revenue story. North Texas garage door work runs counter to the cold-weather-state pattern. Iwona’s strongest service-and-repair quarters were Q3 (extreme summer heat that bakes opener motor windings, cooks weatherstripping, and warps composite door panels) and Q1 (mechanical springs that fatigued through the long Texas summer finally letting go on the first January cold snap). New residential install ran heaviest in Q4 with the Plano and Frisco new-construction closing push before year-end. We packaged twelve months of revenue-by-line, by-month into the buyer-side narrative so the seasonal mix was visible up front rather than something a buyer had to back out of the QoE.
None of these findings required a 92-page SOP rebuild or a multi-state regulatory compliance project. This was a small, tight, residential operator who had run the firm well for eleven years and needed help packaging the operating story into a form a buyer could underwrite.
How we set the price expectation.
What it takes to sell a garage door business at full multiple
The valuation walkthrough was the following Tuesday at 7 a.m. at the Plano Parkway shop, before the morning dispatch huddle. We did it free, because Iwona was clearly thinking seriously about selling, the way someone thinks about it before they actually do it. Whether that ends up being in a year, three years, or longer, we make the same call. We do not charge for free valuation conversations and we do not charge for the first walkthrough. Formal written valuations are a separate, paid product, only relevant when an owner needs the document for estate planning, a partner buyout, a divorce, or another formal purpose. Iwona did not need that. She needed an honest number she could think with.
We talked her through the number range we thought the firm could realistically command. The high end of the range assumed a clean process, a buyer pool that bid against itself, the dealer-relationship binder packaged tight, the CRM workbook documented to a level where a non-Iwona employee could run it within thirty days, and the lease assignment landlord-consent letter pre-negotiated. The low end of the range assumed a single-buyer process, no packaging on the dealer relationships, the CRM still living exclusively in Iwona’s head, and a hurried timeline that did not let us walk the buyer pool through the full operating story. The spread between the two was meaningful. Iwona asked the question she should have asked: which buyer types would actually show up at this size, and what should she expect each type to value differently?
The honest answer was that the buyer pool for a $1.7 million revenue, $325,000 SDE single-truck residential operator was narrower than the buyer pool for a $10 million-plus operator with commercial overhead door work. We laid out the realistic pool: HNWI personal-capital buyers (high-net-worth individuals with cash from a previous business exit, looking for an operating cash-flow asset), HNWI buyers using SBA financing for leverage, SBA-leveraged first-time entrepreneurs (buyers without HNWI capital who would qualify for an SBA 7(a) acquisition loan), small regional independent garage-door operators expanding from adjacent Texas metros into the DFW market, and a thin layer of industry insiders (service techs from larger competitors with personal capital who wanted to own rather than be employed). A search-fund buyer was unrealistic at this size. A PE-backed home-services consolidator would not bid on a $1.7 million revenue operator without commercial overhead door revenue. We told Iwona that in plain terms so she would not waste time wondering why the calls she had been getting from PE-platform business-development reps had been about firms five times her size.
Iwona asked for two weeks to think. She came back with a yes.
The buyer pool we actually ran.
The garage door industry trade ecosystem we tap when we sell a garage door business includes the Door & Access Systems Manufacturers Association, the International Door Association, and the International Business Brokers Association. CGK is a member of IBBA and the M&A Source network of mid-market deal advisors. When we package a single-truck residential garage door operator the size of Iwona’s firm, we run the buyer search through every channel those organizations make available.
Who buys a single-truck residential garage door operator
When an owner decides to sell a garage door business with CGK at this size, the speed of the process surprises them. We took Iwona’s firm to market in just under three weeks once she got us her financial package together: trailing twelve months of service-call revenue by month, the install pipeline from the prior year, the dealer-relationship binder, the CRM workbook with personally-identifying customer information stripped out for the data room, the truck-fleet maintenance log, the Verizon Connect response-time-to-service report, the lease abstract with the assignment clause highlighted, and the seven-employee org chart with tenure and compensation by role.
The blind teaser went out to 47 buyers we had pre-qualified across the realistic pool for a deal at this size. Thirty-two of those buyers signed NDAs and received the full Confidential Information Memorandum. Nineteen submitted Indications of Interest. Nine advanced to Letters of Intent. We narrowed to six for management presentations at the Plano Parkway shop. Three went to a final round. Two reached final-final. One closed.
The buyer pool sorted into four meaningful buckets in the way it always does at this revenue band. HNWI all-cash buyers were the most important bucket on this engagement, four of them in the IOI round and two in the LOI round. These were high-net-worth individuals with personal capital from a previous business exit, looking for an operating cash-flow asset, willing to write a check rather than originate an SBA loan. HNWI buyers with SBA leverage were three of the IOIs and two of the LOIs. They had the personal capital to qualify but used the SBA 7(a) program to free up working capital for the operating runway. SBA-leveraged first-time entrepreneurs were the largest bucket by raw IOI count, but most of those did not advance past the IOI round because the financing contingency timelines and the down-payment qualifications did not survive a competitive process. Small regional independent garage-door operators filled the rest, two from the Houston metro and one from a north Austin operator, all looking to expand into the Plano and Frisco corridor of north Dallas without building a service-and-storage shop from scratch. We did not see a search-fund bid because the deal was too small to support a search-fund economics model, and we did not see a PE-platform bid because Iwona did not have the commercial overhead door revenue band that consolidator-buyers underwrite.
Iwona decided between two of the top LOIs. They were materially different. One was a slightly higher headline price from an HNWI-with-SBA buyer who needed a 60-day financing contingency and was offering a smaller cash-at-close percentage with a seller note carrying 6 percent of the purchase price over three years. The other was an all-cash offer from Russell, an HNWI buyer with no SBA financing in his structure, a 30-day diligence-and-close timeline, and an aggressive position that we negotiated down to 92 percent cash at close and 8 percent in a 12-month escrow with no rollover and no seller note. Iwona took the second one. We walked her through what each LOI would actually deliver: the all-cash structure with no SBA contingency was structurally cleaner, the closing timeline was twice as fast, and the 12-month escrow release was meaningfully shorter than the 18-to-24-month escrow windows that dominated the HNWI-with-SBA LOIs. The headline number was slightly lower than the SBA-leveraged buyer’s number, but the certainty and the speed were worth more to Iwona than the spread.
Through the whole process, the same CGK Managing Director who had taken Iwona’s first call ten weeks earlier was the person walking her through every conversation.
What the deal actually looked like.
How the deal looks when you sell a garage door business with CGK
Russell was 49. He had spent two decades building a SaaS supply-chain analytics company headquartered out of the Plano-Frisco corridor and sold it in late 2024 for roughly $8 million after carry, putting about $3 million liquid in his account post-tax. He was looking to build a small portfolio of home-services holdings as a second-act operating practice and had been searching for the right first acquisition for almost a year before Iwona’s blind teaser landed in his inbox. Russell already lived ten minutes from the Plano Parkway shop, which made the operator-immersion logistics trivial. He had no prior tie to the garage-door industry, but he had spent four weeks of operator immersion at the shop during the LOI period, riding service calls with the lead tech across Plano, Frisco, McKinney, and Allen, sitting in on Iwona’s morning dispatch huddles, and walking install jobs with Jacek. By the time the LOI converted to a definitive agreement, he had a working understanding of how a residential north Texas garage door operator actually runs.
Russell was the first HNWI all-cash buyer (no SBA financing in the capital stack) we had ever closed for an Iwona-sized seller. Prior HNWI buyers in this band had all blended in some SBA leverage to free up working capital. Russell did not. His position was that the certainty and speed advantages of an all-cash close were worth more to him than the working-capital cushion an SBA loan would have provided, and he had the liquid balance sheet to back the position. We negotiated the seller note away entirely on that strength. Iwona walked off the wire with 92 percent in her account and an 8 percent escrow that releases in twelve months, no rollover equity, no seller note, no earnout. Total deal size landed at approximately $1.2 million, roughly 3.7 times SDE, which was at the high end of the realistic range we had walked her through during the valuation walkthrough.
The 92 percent cash at close was structurally distinctive at this revenue band, where most deals in the realistic buyer pool carry some combination of SBA financing contingency, seller note, or rollover equity to bridge the cash gap. Russell’s all-cash position eliminated all three. The 8 percent escrow covered indemnification claims and a working-capital adjustment, with full release scheduled for twelve months after close, contingent on no material breach claims. The numbers sum to 100. Wire hit on a Friday morning in late summer 2026.
The 90 days before close.
The closing process when you sell a garage door business
A smaller deal closes faster, but it does not close lazier. Russell’s asset-purchase counsel ran the same diligence rigor an SBA lender would have run on a leveraged deal, even though Russell did not need lender approval. The work was lean but real, and four consents drove the calendar.
Plano Parkway lease assignment. The 1,800 square foot service-and-storage shop lease had an explicit assignment clause but required the landlord’s consent. We approached the landlord 45 days before target close with a clean assignment-and-assumption agreement, a financial statement on Russell, and a continuation-of-tenant-history letter from Iwona. The landlord came back in eleven days with a signed consent and one minor side letter on a parking-lot striping obligation. That consent unlocked the deal’s operating-footprint continuity.
Clopay and Wayne Dalton dealer agreement transfers. Both manufacturers had explicit transfer protocols for dealer agreements when a dealer changes ownership. Clopay required a new dealer application from Russell’s holding entity, a financial reference, and a continuity-of-trained-staff letter showing the existing service tech and install crew were staying. Wayne Dalton’s process was similar but with an additional factory-training-attendance commitment over the first twelve months. Both manufacturers signed off within four weeks. We had identified this work item during the week-one walkthrough and started the paperwork the day the LOI signed, which kept it off the critical path.
Texas residential contractor registration and HOA-contract assignment. Texas does not require a state-issued residential general contractor license for the kind of garage door service-and-install work Iwona’s firm performed, but the City of Plano requires a registered contractor for permit-pulling on new install work, and the 320-home Frisco HOA service contract had a change-of-control notification clause that required written consent from the HOA board. Russell registered his holding entity with the City of Plano permitting office in week one of the diligence period and the registration cleared in eight business days. We approached the Frisco HOA board 30 days before target close, packaged the response-time-to-service track record into the consent request, and the board signed off without modification at its next monthly meeting. Both items cleared off the critical path well before close.
SBA-equivalent diligence rigor. Russell did not need SBA financing, but his asset-purchase counsel ran a quality-of-earnings review by a regional accounting firm with home-services-industry experience, a quality-of-customer-revenue review on the 1,400-account CRM workbook (with a focused subsample of the 320-home HOA contract), a fleet-and-asset condition inspection on both service trucks and the shop equipment, and a confirmation of the dealer-relationship-binder representations against the original Clopay and Wayne Dalton agreements. None of those reviews surfaced material findings. The QoE adjusted SDE by approximately $11,000, which Iwona accepted without negotiation because the adjustments were defensible.
Iwona’s two weekends in the 90-day window were her two weekends. We protected those.
What happened after close.
Life after you sell a garage door business
The wire confirmation hit Iwona’s phone at 9:14 a.m. on a Friday in late summer 2026. She was at the Plano Parkway shop. Jacek was a few feet away, helping Russell walk through the spring-replacement bench routine on a Clopay residential torsion door, the way he had walked through it with every new install crew member for seventeen years. Iwona walked over to him, said “Wykonane” (Polish for “done”), and Jacek finished tensioning the spring on the door he was working on before he turned around.
Iwona stayed in Plano for two more weeks, working out of the dispatch office with Russell every morning and walking him through every entry in the thirteen-year CRM workbook, every active service ticket, every quirk of the 320-home Frisco HOA contract, and every Clopay and Wayne Dalton account-management contact. Jacek stayed on as a paid consulting agreement for six months, working three days a week through the end of the first quarter to walk Russell through the install side of the business until Russell hired a replacement install foreman. The full-time service tech, the two install crew members, the dispatcher, and the part-time bookkeeper all stayed in their roles, and Russell honored their existing pay structures. The 320-home Frisco HOA renewed its service contract on the first renewal anniversary after close, and the renewed terms reflected the shorter response-time-to-service the GPS-routed dispatch had been delivering since 2022.
Iwona drove south to Austin at the end of the second week with Jacek and the dog, took two months off entirely, and was in the delivery room for the second grandchild’s birth. In November of 2026 she came back up I-35 to Plano for two days to attend Magda’s company holiday party (Magda’s firm has a Plano office), and on the second morning she stopped by the Plano Parkway shop to see Russell. The brass tone of the door bell on the front of the shop had not changed. Iwona had installed it herself in 2017, the spring after Magda’s wedding, because the original bell had a tinny ring that did not match the way she wanted customers to feel walking in.
Russell was at the dispatch desk reviewing the morning’s service-call queue. He stood up, hugged her, asked about the new grandchild, and showed her the Verizon Connect dashboard for the morning’s truck routes. The 2.1-hour response-time-to-service number from 2022 was now 1.8.
Ready to sell a garage door business? Where are you in Iwona’s story?
If you are starting to think about how to sell a garage door business, we should talk. There is no commitment and no pressure. The first conversation is free. The valuation walkthrough that follows is free when you are seriously thinking about selling, whether that is in a year, five years, or longer. We only charge for formal written valuations, and only when you actually need one for estate planning, a partner buyout, or another documentary purpose. Submit the form and a senior CGK Managing Director will reach out within one business day.
If you are Iwona before the call: just thinking about it
You are not sure if you want to sell yet. Maybe a spouse or partner is winding down their role in the business, maybe a family event in another state has shifted your geography, maybe you are getting unsolicited calls from buyers and have no idea whether the numbers in those conversations are realistic, maybe you are looking at a single point of failure on your install foreman or your service tech and wondering what happens if they walk. Most of our best engagements start here. Submit the form and we will schedule a working session. You walk away with a real number range, an honest read on the buyer pool actually active in your sub-segment and your metro, and a clear sense of what to do next, with no obligation to do anything.
If you are Iwona at week three: ready to go
You have the financials in good order. Your dealer relationships across whatever subset of Clopay, Amarr, CHI Overhead Doors, Wayne Dalton, LiftMaster, and Genie you actually carry are documented and current. Your service-call CRM is in something more transferable than your laptop. Your shop lease is assignable or you own the real estate cleanly. Your trucks are titled, GPS-tracked, and on a known maintenance schedule. You know the headcount and the comp by role. You want to run a real process. Submit the form and we will be in touch within a business day to talk about timing, scope, and what your first 30 days as a CGK seller would look like.
If you are not sure where you are
Most owners are not sure. Submit the form and start with the conversation. We will figure out together where you are. We are equally happy to tell you to wait twelve months as we are to take you to market in three weeks.
Or call us directly at (888) 858-7191.
Start your own story
A senior CGK Managing Director will respond within one business day. Strictly confidential. For owners of garage door and overhead door businesses doing $1.5M+ in annual revenue, including residential service-and-repair operators, residential install firms, commercial overhead door specialists, and integrated multi-line operators. The first conversation and the valuation walkthrough that follows are free for any seller seriously thinking about selling, on any horizon.
Confidential. No obligation. Direct routing to a named CGK business broker, not a junior screener.
One of these eight people would lead your engagement.
When you decide to sell a garage door business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Iwona’s Managing Director stayed with her from the first form submission through the day Russell shook her hand at the Plano Parkway shop. Our Managing Directors come from Wall Street investment banks, hedge funds, Fortune 500 corporate finance, and operating-business leadership. Cornell MBA. U Chicago Booth MBA. CFA. CMT. Naval Academy. Goldman Sachs. Merrill Lynch. Deutsche Bank. AIG. T. Rowe Price.
What sellers say after they sell a garage door business (and other businesses) with CGK
I could not be happier with the experience I had selling my business with CGK. Greg did a detailed analysis of my business and helped me price and position it right for the market. After receiving multiple offers at full asking price, the rest of the process went very smoothly, and we closed in less than two months.
Hanna M.Selling my business was a once-in-a-lifetime experience, and I’m incredibly grateful to have had Wes by my side throughout the process. He brought perspective, pushed when necessary, and always had my best interests in mind. His experience and strategic approach allowed me to maximize the sale price while minimizing long-term risk and obligations. If I had to do it all over again, I wouldn’t hesitate to choose him as my broker.
Adam NevilleDerik located multiple interested strategic buyers that produced more than one serious offer. The negotiations were tough but Greg and Derik’s experience helped us overcome. We got a great result for our employees and for the owners. We would recommend them without reservation.
Bob TaylorWe sold a business that was 47 years old and being run by second generation within a year of working with Wes. CGK has a system that attracts serious prospects to review opportunities. Wes was able to make the overwhelming feeling of selling easy and to a certain extent enjoyable. I never felt alone or in the dark throughout the entire process.
Jennifer WilliamsWe decided to sell our company in 2025. Talked to another M&A company in the Houston area. We felt very comfortable with Greg and Matthew at CGK. Could not have made a better choice. From day 1 till final closing and even after 30+ days, they have been here helping us with documents and support during the transition. Thanks can not be said enough.
Rickey ThomasInside the Blueprint, on Bloomberg TV and Fox Business News.
Iwona’s neighbor on her Plano block is a retired financial-services executive who watched Bloomberg every weekday morning for thirty years out of habit. He had seen the CGK Business Sales segment on Inside the Blueprint air the previous spring, recognized the firm name when Iwona mentioned it over a fence conversation about the Wojciechowski family’s plans to relocate down to Austin to be near the grandchildren, and walked her the link the same afternoon with a note that read “Iwona, this is the firm.” CGK Business Sales is featured on Inside the Blueprint, the syndicated business television series. Our episode aired on Bloomberg TV and Fox Business News. Watch the segment, then start a confidential conversation.
The CGK office Iwona called works owners across all of these markets. Yours might be one.
When you sell a garage door business with CGK, whichever office you reach, you get the entire firm. Iwona worked with a CGK Managing Director who covered the Dallas-Fort Worth metroplex out of the firm’s broader national bench, and her deal benefited from a buyer pool we sourced firm-wide, including the HNWI all-cash buyer who ultimately closed. Click any city to learn about our local presence and the named Managing Director leading that market.
Other Questions Iwona and Other Garage Door Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Iwona went through, when you sell a garage door business with CGK.