A Chat with a Water Purification Guy
From Wall Street to Water Systems
This is interview #3 in the Junteau Interview Series. Here were the first two:
A Chat with The Candle Man
Entrepreneurial Man of Mystery
Jonathan York’s path into entrepreneurship took him from the Princeton University baseball team, investment banking at Barclays, and then a stint in private equity, to owning and operating a water purification equipment and service business called Pure H2O Technologies, which he acquired from the retiring founder at the end of 2020, nearly 5 years ago. Along the way, he’s navigated the chaos of making an SMB acquisition, the stress of financial leverage, and the joy of simultaneously raising a young family. His story is about control, chaos, resilience — and the unexpected confidence that comes from tackling problems you don’t know how to solve yet.
How has life changed since you became a business owner?
Life has changed pretty dramatically. I got married a year before closing my deal. A week after closing, we found out my wife was pregnant. We moved to the suburbs, bought a house, and had a kid in year one of ownership. Social life is pretty limited, but our family is enjoying life in the burbs and focusing on work and time together.
Was your wife supportive?
Yes, wholeheartedly. She had just started her own business and knew I wanted to try something entrepreneurial. At first, she didn’t realize everything that was involved. She underestimated three things: the low relative pay and lifestyle adjustments, the stress of running and managing a levered business, and the fact that she’d get looped in! But she’s been my biggest supporter. She’s also a beast at collecting receivables, which makes her my favorite employee.
What do people get wrong about business ownership?
People say they want to own their own business to have control over their life. That was a big driver for me. But since buying, I’ve had more experiences out of my control than I ever did in the corporate world. Sellers, employees, customers, contractors — there are so many variables. Small businesses can devolve into chaos quickly. Sure, I control how I spend my day, but if I don’t attack the work as hard as I can, entropy takes over.
On the flipside, what’s wonderful about it?
The chaos creates opportunity. I get to tackle problems I have no idea how to solve on a daily basis. It wears me out, but it’s given me much more confidence. You just have to get your mind right — and keep it that way.
What’s been your lowest low?
Three months after closing. The email system was a disaster — the servers filled up every two days, so people just deleted emails older than 24 hours. It made communication impossible. At the same time, I realized how much engineering work I’d need to do without an engineering background. On top of that, our largest receivable at close — a huge one — was 90 days overdue. I thought I was going to blow up the business before I even got started. I had my first (and only) panic attack after a friend’s rehearsal dinner.
And your highest high?
Getting paid by that slow payer was one. But the real high was troubleshooting a PLC programming issue during the final testing of my first equipment system sold. I sort of felt like an engineer for the first time — and it was a massive relief. I realized I could figure this out and make it work.
Who inspires you?
Rich Jordan. He hit the SMB scene on Twitter right around when I bought my business. He seems to have crushed it since — and unlike a lot of others, he doesn’t seem to be bullshitting. He shared insights early on and grew out of the “too small” trap. He inspires me because he’s done what I’m trying to do.
How do you think about technology in SMB?
I think most technology and software is overrated. It’s easy to overcomplicate things. Building, documenting, and refining processes is critical, but the actual tools don’t matter as much. The key is to start simple — brain-dead simple — and build from there. Whenever I’ve started too complex, it’s been useless.
Would you ever go back to a W-2?
Maybe. If I did, I’d be way more aggressive. SMB forces you to move fast and prioritize ruthlessly. Bringing that same approach into a corporate job would make me a far more valuable contributor than before.
What would you have done differently during your search?
Negotiate a better price. Use less leverage. Look for a bigger company.
What’s family life like now?
We just spend time together. Doesn’t really matter what we’re doing — we try to be with our girls as much as possible. Little kids are exhausting, but they’re also amazing.
Do you take vacations?
Yes, usually to visit family. But it’s hard to relax completely. I haven’t had a vacation where I could fully “turn off” since buying the business.
How do you stay healthy?
I run or do bodyweight workouts in and around the office. I probably look like a lunatic, but it’s the easiest way to fit it in. Health habits are probably slightly worse since buying the business, but I attribute that more to parenthood. Personal life is just different — too much has changed at once to say better or worse.
Any fun purchases lately?
Not really. I’m on a budget.
What have you been reading?
Fantasy. Highly recommend the Gentleman Bastards series. It helps me turn off my brain at night and sleep better.
How are you investing outside your business?
I’m not. I’ve moved everything into passive index funds since buying the business. I’m convinced the only way to beat the market is to invest in yourself — if you can stay really focused. Anything else is a time suck with poor relative returns. Basically, I’ve stopped lying to myself that I could be Warren Buffett. Probably a sign of maturity.
If you pursued another venture, what would it be?
I really enjoy the water space. There’s a ton of opportunity, a lot of interesting niches. I’m hoping my experience compounds to keep opening more doors.
All told, are you happy?
I am. Running and growing an SMB has been way harder than I thought, but that’s part of the fun. I’m hoping to become an overnight success story 6–7 years in. Anything sooner would be a home run. I think I’ll make it happen.
Now that I’m almost five years in, I’m starting to see seeds I planted three and four years ago finally take root. Random relationships I invested in back then are beginning to yield service contracts and new equipment opportunities that come to us, instead of us having to chase them down. I’m hoping this is a turning point — one that creates momentum we can build on moving forward.