I’ve been playing around with a business model heavily inspired by the micro-acquisition crowd: buying up abandoned, sub-$1k MRR SaaS projects and niche job boards, fixing their churn, and running them as a portfolio.
The strategy makes sense on paper. You acquire 4-5 tiny cash-flowing assets, cross-promote them, and share a single tech stack/contractor pool to cut operational costs.
Where my spreadsheet is currently bleeding is the legal and structural side. My initial thought was to isolate the risk by putting each asset in its own LLC, all owned by a central Wyoming holding company. That way, if I want to spin off and sell just one of the projects later, the entity is already cleanly separated and the due diligence is easy.
But mapping out the actual overhead is making me second-guess this whole “portfolio” idea. By the time I factor in separate state franchise taxes, separate accounting software subscriptions, and using incorp to manage the registered agent requirements and compliance deadlines across multiple states, the administrative costs basically eat up all the profit margins of these tiny acquisitions.
Do you just lump everything under a single LLC/DBA until one of them gets big enough to actually justify its own paperwork?
I feel like the “holding company” gurus online never talk about the sheer administrative drag of managing 5 different sets of state filings.
submitted by /u/Majestic-Strain3155
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