Tour Bus CEO: "I Bought 12 Buses In COVID. Now Beyoncé's Crew Rides With Us" | Ep. 451 with Rich Thomson Founder of Dreamliner Luxury Coaches

Daniel opens the episode by asking Rich what it feels like to go from helping his parents in a frozen yogurt shop to working with artists like Beyoncé, Bad Bunny, Billie Eilish, Drake, and IShowSpeed. Rich says it still feels surreal and explains that Dreamliner was never part of his original plan. He was building another company when he first learned about the touring transportation industry through an investment opportunity in 2019.

The conversation then moves into the COVID-era decision that changed everything. While live entertainment was shut down, Rich had the opportunity to buy 12 entertainer coaches. Because he had already studied the industry, he understood the supply-demand dynamics and believed the world would start again. What looked like a risky bet during a dead market became the starting point for Dreamliner’s rapid growth.

Rich also breaks down how Dreamliner scaled through acquisitions, including Diamond Coach, Hemphill, and trucking companies that expanded the business from moving artists to also transporting stages and production equipment. He shares why direct negotiation with founders matters, why he avoids auctions when possible, and why acquiring a business requires patience before making major changes.
 

Key Discussion Points

• Rich explains why buying 12 tour buses during COVID felt risky, but also like a rare opportunity because he believed live entertainment would eventually return.
• He breaks down how Dreamliner grew from 12 coaches to more than 225 coaches and 70+ trucks through acquisitions, timing, relationships, and industry demand.
• The episode explores why Rich prefers direct founder-to-founder acquisition conversations instead of competitive auctions run by bankers.
• Rich shares why founders should avoid changing too much too fast after buying a company, because disrupting people, processes, and culture can destroy what they just paid for.
• Daniel and Rich discuss the difference between analyzing companies from the finance side and actually sitting in the founder seat with employees, operations, systems, and daily decisions.
• Rich explains why profitability, free cash flow, brand reputation, client service, and the right people matter more than simply chasing revenue or being the biggest.

 

Takeaways

The biggest opportunities often show up when everyone else is afraid. Rich bought into live entertainment transportation during COVID, when the industry was shut down and many people were afraid to take risk.

Direct acquisition conversations can reveal what a founder really wants. Rich says working directly with founders gives him better insight into the company, its people, and what matters to the seller beyond just price.

Do not destroy what you bought. Rich believes buyers should keep the business running as it was at first, then take time to understand the people and processes before making major changes.

Being an investor is not the same as being an operator. Rich says sitting in the founder seat taught him lessons that spreadsheets, metrics, and underwriting never could.

The right people matter more than the right resume. Rich looks for integrity, character, ownership mentality, and people who treat company money and client relationships like their own.

Revenue is not the goal if it does not create profit. Rich emphasizes that bottom-line profit, free cash flow, margins, and disciplined financial decision-making are what make a business sustainable.

 

Closing Thoughts

Rich Thomson’s Founder’s Story episode is about risk, timing, service, and the realities of scaling through acquisition. His journey from finance to Dreamliner shows what happens when an investor becomes an operator and learns that the real work is not just buying assets, but building teams, protecting reputation, serving clients, and making disciplined decisions every day. Rich’s story is a reminder that the goal is not always to be the biggest. The real goal is to be the best, build a company people trust, and create enough profitability and resilience to keep growing when the right opportunity appears.

 

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