The next great wave of entrepreneurship may not begin with an idea. It may begin with an acquisition. For the past two decades, we have glorified one version of entrepreneurship: Start from zero. Raise venture capital. Burn cash. Chase hypergrowth. Hope the company survives. But a historic opportunity is emerging in the opposite direction. McKinsey estimates that by 2035, around six million US small and medium-sized businesses will face an ownership transition as their owners retire. More than one million are viable candidates for sale, representing up to $5 trillion in enterprise value. Yet in 2022, 92% of SMB exits happened through closure. Only 5% were sales and 3% were ownership transfers. This is not creative destruction. It is a succession failure. Many of these companies already possess what founders spend years trying to build: Paying customers. Trained employees. Supplier relationships. Cash flow. Reputation. Community trust. Entrepreneurship through acquisition—ETA—offers a different path. Not zero-to-one. But one-to-ten. A capable entrepreneur acquires a viable business, protects what made it successful and builds its next chapter through better leadership, technology, distribution and capital allocation. Nearly 80% of projected exits are expected to involve businesses valued below $2 million. These companies are often too small for traditional private equity, but large enough to provide meaningful employment, generate durable cash flow and become platforms for long-term wealth creation. The AI era makes this opportunity even more powerful. The biggest ETA opportunity may not be buying software companies. It may be acquiring manufacturers, logistics companies, healthcare practices, maintenance businesses, construction trades and professional-service firms—and giving them a modern operating system. AI can improve pricing, sales, scheduling, procurement, reporting, compliance, customer service and decision-making. A company built over 30 years does not need to lose its identity to become significantly more productive. And AI does not remove the need for operators. It increases their leverage. But ETA must not become private equity in miniature. The best acquirer is not merely a financial buyer. The best acquirer is a steward: someone who respects the founder’s legacy, retains the workforce, protects customer trust and grows the company for another generation. For investors, this could also become an important real-economy asset class. Family offices, banks and private-credit providers can back talented operators, combine acquisition equity with seller financing, and provide shared technology and operational support across multiple businesses. To unlock the opportunity, however, we need more than search funds. We need acquisition education, transparent marketplaces, standardized diligence, flexible financing, properly structured seller participation and real post-acquisition support. We built an enormous ecosystem to help people start companies. Now we need an equally strong ecosystem to help good companies survive, transfer and compound. McKinsey estimates that a functioning ownership-transition market could preserve up to 12 million jobs and protect approximately $250 billion in annual local spending power. This is bigger than M&A. It is a new pathway to ownership, financial freedom and economic mobility. The next great entrepreneur may not start from zero. They may acquire a great foundation—and build its next chapter.