David B. Lorsch
Selling DBL was the hardest business decision I made. It's a very personal thing. You start it from scratch. To make that decision—that this business with your initials on it will no longer be yours—is very difficult. It was the right thing at the right time. We also had the right buyer, which would allow DBL to continue on.
Selling DBL to Ingram Micro was an opportunity to take risk off the table. The buyer was good. They wanted to leave the business intact, which at the end of the day, was important to me. You can never predict what will they do two years from now, but on the day after the sale all of the people who had put their hearts and souls into DBL still went to work for the same company.
Selling a business is a very violating process—before, during and after the deal closes. When you become (or are acquired by) a public corporation, all the things you did are questioned. You negotiate a price and then you have attorneys and accountants crawl through everything you do, questioning things that are acceptable in a private company, like limits for what you spend on a hotel room. I was never subject to limits. I could go and stay wherever I wanted.