Client Success Stories

Two acquirers were already circling a facilities and staffing business generating $21M in revenue when its founder called us. Roughly 40% of that revenue sat with a handful of property-management clients, and both buyers had cited the figure as grounds to lower their offers before any formal process began.

We rebuilt the equity story around what the concentration obscured: renewal rates above 90% and contract terms running three years or longer, evidence the relationships were durable rather than fragile.

A third bidder we brought into the process forced both original buyers to reconsider their discount, and the resulting competition did more to move price than the underlying numbers alone would have.

The business sold for $38M, roughly 15% above the range the founder had been quoted before we were engaged, after a seven-month process.

A precision-components manufacturer generating $65M in revenue had spent years buying electronics integration from an outside vendor rather than building the capability in-house. The vendor became the acquisition target once its owner signaled openness to a sale.

The owner had never sold a business and wanted no part of a formal auction. Six weeks of direct conversation preceded any number on paper, a pace a conventional process would not have survived but one this owner's temperament required.

We split the purchase price between cash at close and an earn-out tied to integration milestones, giving the seller confidence in the buyer's intentions and the buyer protection against integration risk.

The $18M acquisition removed a dependency that had constrained the client's production schedule for years and now saves an estimated $1.2M annually in sourcing costs.

A vertical-market software company with 86% customer retention needed capital to fund its next product cycle, but its founders would not trade away board control to get it.

Rather than run a wide process, we approached a short list of growth investors with track records in the sector. Two moved to term sheets in the same week, handing the founders leverage neither investor expected them to have.

We used the second term sheet to renegotiate the first, improving both valuation and the governance terms the founders cared about most.

The round closed at $22M for a minority stake, board control intact, with a second tranche of capital tied to growth milestones the founders had set for themselves.

A direct-to-consumer brand generating $30M in revenue had outgrown its own distribution, but its founders balked at selling to get retail scale. We were brought in to test a partnership instead.

Twelve potential retail partners were ranked against one question the founders kept returning to: who would let the brand keep its voice? The strongest financial offer came from a partner whose retail terms would have diluted it.

Our negotiated agreement phased the rollout over 18 months, capping the brand's exposure while volume proved out, with exclusivity terms that lapsed if minimum purchase commitments went unmet.

The brand entered 140 retail locations in year one and grew total revenue by 45% over the following 24 months, without changing hands.

A diversified industrial group held a division generating $95M in revenue that no longer fit its capital priorities. The division shared facilities, systems, and back-office functions with the rest of the group closely enough that separating it became a project of its own.

The hardest calls involved what to unwind versus what to rebuild. Shared manufacturing space needed replicating; a shared ERP system did not, once we mapped which functions the standalone entity actually needed on day one.

A transition services agreement covering 12 months of continued parent support avoided a disruptive handoff without tying the new owner to the parent indefinitely.

The division sold to a private equity buyer for $140M, freeing capital the parent redirected into its core business, and giving the division a capital structure built for its own priorities rather than the group's.