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Most people imagine entrepreneurship as inventing something new. They picture a founder sketching an idea on a whiteboard, building a product from scratch, and hoping it finds its place in the world. Entrepreneurship Through Acquisition, or ETA, offers a different path. Instead of creating a company from the ground up, an aspiring owner purchases an established and profitable business and focuses on improving it. Searchers, as they are called, identify strong companies with loyal customers and consistent cash flow, then bring new leadership and ideas to help the business grow.
This was the path that drew Taylor, who had spent his early career advising companies yet rarely saw the ripple effects of his recommendations. “I wanted to have skin in the game,” he said. “Not just financially but operationally. I was not witnessing the downstream effects of my work, and I knew I needed a different kind of fulfillment.”
ETA delivered a possibility that traditional entrepreneurship did not. It offered a chance to step into a real business, take responsibility for its future, and learn through active leadership rather than theoretical scenarios. “Financially, I was at a point in my life where I was ready to take a risk,” he said. “I did not want to continue down the path most traveled with a stable salary and predictable trajectory.”
Finding the Path
Taylor first heard about ETA from his longtime friend and eventual business partner, John Watson, who had explored the search fund model during his time at Stanford. “John spent much of business school evaluating his fit for ETA,” Taylor said. “He nudged me to look at it, and the trust we had built over a lifetime made it feel possible.”
The model appealed to him immediately. “It was proven enough to give me confidence that I could achieve my goals,” he said. “I could take a career risk, own something, test my leadership, and learn a completely new business. I also would not have searched without John. The trust between us made all the difference.”
Finding the Right Company
The company they ultimately acquired, Energy Ogre, was one Taylor knew well. He had been a customer for eight years. He understood the confusion Texans face when navigating electricity plans, and he admired how the business aligned itself with consumers.
“I loved the problem it solves, the way it positions itself in the market, and the membership model,” he said. “We are paid by our members to act in their best interest all of the time. It is a feel good business in a cluttered and confusing space.”
What surprised him most was the speed of the process. Three months after launching their search, they were under letter of intent. “Search is very difficult and it is not for everyone,” he said. “We certainly lucked out in many ways. We really only had one shot on goal.”
Trust with the co-founders made the transition smooth. “There was a high trust factor from the beginning. It made the deal more appealing and the transition very seamless.”
Stepping into Leadership
The shift from searching to running the company was immediate and profound. Searching had been controlled and contained. Managing a real organization was something else entirely.
“When we were searching, our decisions only affected us,” Taylor said. “Running the business means decision making affects many people. There is a weightiness to it.”
People management brought new complexity, but it also brought clarity. Taylor could feel the organization beginning to move in a shared direction. “I believe our business is more aligned internally and more aggressively pursuing the Texas market than ever before,” he said.
The impact is visible. Since 2018, Energy Ogre has saved Texans over 700 million dollars on electricity bills. “Empowering our staff, the Ogres, to help people every day is the most fulfilling part of my job.”
The Duke Spark
Taylor traces his commitment to ETA back to Duke. In 2023 he attended the Southeast ETA Conference at Duke, an experience that revealed the collaborative culture surrounding the ETA ecosystem.
“It was the tipping point for my decision,” he said. “I saw how supportive the ETA community is. People stand shoulder to shoulder rather than face to face. That feels very similar to the Fuqua MBA community, which is very collaborative.”
That sense of shared purpose continues to guide him. “I am never hesitant to reach out to a Board member, an investor, or a former searcher for advice on an operational, strategic, or personnel issue,” he said. “The support is always there.”
What Comes Next
Looking ahead, Taylor is focused on expanding Energy Ogre’s reach and helping more Texans avoid costly mistakes associated with managing their home’s electricity. “I am most excited about elevating our brand and model awareness within the Texas market,” he said. “More Texans should know what we do and how we help them stay in advantageous contracts.”
Growth, for him, is inseparable from service. “As their advocate, we are helping our fellow Texans avoid costly pitfalls in the electricity market. Empowering our team to do that day after day is the best part of my job.”
Advice for Future Searchers
For Duke alumni or students considering ETA, Taylor offers grounded and honest counsel.
“Search is very difficult and not for everyone,” he said. “It takes serious commitment from family and a great degree of soul searching. In my opinion, it is mostly predicated on relationship building rather than running a perfect process."
In the end, he believes trust is the deciding factor. “A seller is throwing you the keys to the car he or she built. Going the extra mile to build and foster that relationship will set you apart.”
Taylor’s path is a reminder of the power of choosing an unconventional route. With the support of Duke I&E, he stepped into ownership with clarity and purpose. His journey shows how meaningful change can begin not with invention, but with stewardship, courage, and a willingness to lead something already valued by the world.