Permanent Equity stewards companies that care what happens next. We invest with no intention of selling in family-owned companies throughout North America.

Columbia, MO
At Permanent Equity, we’ve long said that we buy boring businesses, but the reality is that’s not the full story of what we value and what we do. When we invest, we steward companies that care what happens next. Read about the journey here: permanentequity.com/writings…
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Permanent Equity retweeted
If you're headed to @MainStSummit this week, a few thoughts: 1) Please join me for praying for safe travels and lightened burdens. 2) It'll be hot. Bring shorts and tennis shoes. You'll be more stylish than me (not hard). 3) Come more excited to make friends than do deals.
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Permanent Equity retweeted
Countdown for @MainStSummit has begun! Safe travels into town. And apologies in advance for the I-70 construction…
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New pieces from our Director of Health are live, all about making the right outcome the default (rather than relying on spotty effort). Willpower is finite, structure is renewable, and health is solved by engineering fewer decisions. Three angles at permanentequity.com/health-a…
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. @timhanso is taking an extra-long break from Unqualified Opinions. But before he hands the keyboard over to the rest of the PE team for Qualified Facts (yes, that's the new newsletter), he has a final gift: All the F-Bombs, in one place. permanentequity.com/content/…
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Permanent Equity retweeted
This might be the last installment. Available at @MainStSummit !
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The last word in our firm vocab is the one we hold ourselves to: helpful, not impressive. It's how we try to show up at the companies we back – genuinely useful, never load-bearing, and definitely not flashy. The goal is to add something real and still be the kind of partner the business would be fine without. @BrentBeshore has described his own aim as "useful, but never necessary.” In other words, whenever he finds himself necessary, he treats it as a problem to solve and finds a way to empower someone to do it better than he can. That's the whole posture. Put the knowledge in the open, the decision in their hands, the credit on their side of the table. It runs against every instinct that says your value is in being needed, and it's the only kind of help that doesn't quietly trap the people you're helping.
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You'd think a firm with 30-year funds and "permanent" in its name would be the patient, sit-back-and-wait type. Not quite. Waiting, on its own, is just decay. When we say patience, we mean something active (i.e., the stillness is still work). The upshot is that the way you earn a good long term is to be relentless about the few right things in front of you, every single day. Or, as we say it, the long term is a series of short terms. Think in decades. Be rigorous about today.
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The instinct, when you take over a business, is to walk in and start improving things. Our first move is almost nothing. We call it Do No Harm. It's our Rule #1. It sounds like passivity, but it takes real confidence to assume the people already running the business know things you don't (hello, Chesterton’s fence). The clunky system, the vendor nobody would pick today, the spreadsheet column that looks pointless until the one week a year it saves you: there's usually a reason. So we spend a long time understanding before we touch anything. And the flip side of not breaking what works is letting great be great.
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Permanent Equity retweeted
Some bittersweet news. Grateful for everyone who has made the trek to Columbia, MO through the years. Excited to host one last hurrah Sept. 15-17.
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We’ve long said that all businesses are loosely functioning disasters, some of which happen to make money. That includes the ones we invest in, the ones we passed on, the ones you've worked for, and frankly any organization made up of people. It matters to us because the thing a business is missing (a marketing strategy, one key hire, a succession plan, time to think past next Tuesday) is usually the exact thing keeping it small. (And the loosely functioning disaster-ness of it all is why we have so much respect for operators. Running a small business is a knife fight, day after day, and the people in it rarely get the credit they're due.)
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A company’s shared shorthand is a super power: it tells you what it actually values. Ours starts with two words: Beer Money. It's the cash left at the end of the day that you could literally withdraw from the bank and spend. Not EBITDA. Not adjusted-anything. The number that can't be massaged, faked, or otherwise dressed up (and the number that, when you find it, means a surprising number of other decisions get simpler). @timhanso coined it in his newsletter Unqualified Opinions, and now it's a core phrase around here. We're reintroducing ourselves over the next few weeks, one word at a time. This is the first.
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"If you're going to build for decades, you have to be around to do it." – @BrentBeshore's 2025 Annual Letter Yes, we just published a diet review series. Our Director of Health Alex Maples ran six popular diets through one honest framework: what it is, how it works, where it breaks, and whether it lasts. The throughline: the best diet is the one you'll actually keep. Health, like everything we build, only compounds if you stick around for it. Full series + the framework behind it: permanentequity.com/fitness/…
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The best operators we've seen treat M&A as a discipline, not a reaction. They pass on most of what crosses their desk, even when the individual deal looks good in isolation. The patience IS the process. permanentequity.com/content/…
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