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Q: What types of businesses do you acquire?
A: I focus on established service-oriented businesses with durable cash flow, strong customer relationships, and room to grow. If your company has a track record of steady performance and a reputation for doing things the right way, it’s a fit. I’m not chasing trends — I’m looking for resilient businesses that support their customers and communities.
Q: How do you value a business?
A: Valuation should be fair, transparent, and data-driven. I look at historical earnings, customer concentration, leadership structure, and the resiliency of your revenue. We walk through the numbers together so you fully understand how we arrive at the valuation and what drives it.
Q: How does your acquisition process work?
A: My process is simple and structured:
Intro call to understand your goal
High-level financial review
Letter of Intent (LOI) with clear terms
Due diligence — thorough but efficient
Financing + legal work
Close and a thoughtful transition plan
No surprises. No unnecessary complexity. Just a disciplined approach that reduces friction and protects your legacy.
Q: How long does it take to close a transaction?
A: Most deals close in 60–120 days from a signed LOI. The timeline depends on the clarity of your books, the structure of the deal, and your preferred transition pace. My goal is always the same: keep momentum and make this one of the least stressful transactions you’ve been through.
Q: What will happen to my employees after a sale?
A: Your employees are the backbone of the business — not an afterthought. I keep teams in place, invest in them, and give them clarity. I don’t believe in gutting culture or disrupting what makes your business successful. Stability matters, and continuity is a core part of how I operate.
Q: What role will I play after the sale?
A: It depends on what you want. Some founders want a clean exit, while others prefer staying involved during a thoughtful handoff. I’m flexible. What I won’t do is rush a transition that puts people or customers at risk. We build a plan that respects your timeline and your legacy
Q: How confidential is our conversation?
A: Very. Confidentiality is a first principle, not a tagline. Nothing you share is disclosed to employees, customers, vendors, or competitors. NDAs are used early so you can speak openly without hesitation.
Q: What financial information do you need from me?
A: To move efficiently, I typically ask for:
Last 5 years of financial statements
Year-to-date P&L
Customer and vendor concentration insight
Organizational structure
Any significant liabilities
Your books don’t need to be perfect. Most aren’t. I’m looking for clarity, not perfection.
Q: Do you use SBA 7(a) financing?
A: Yes, when it fits the deal. SBA financing is often a clean, predictable structure for a seller. But if your timing or business requires something different, I have alternatives. The priority is choosing a structure that keeps the process smooth and fair.
Q: How do you structure deals (cash, seller financing, earnouts)?
A: Deal structures vary by seller goals, but often include:
Cash at close
Seller financing
Performance-based earnouts (only when appropriate)
No convoluted terms. You should always know exactly what you’re getting, when you’re getting it, and why.
Q: What is your philosophy on leading after acquisition?
A: Lead with clarity. Respect what works. Operate with discipline. I don’t show up trying to overhaul the business for the sake of proving something. I listen, learn, and strengthen systems around people and culture. Stability comes first; growth follows.
Q: Why should I sell to you instead of private equity or a competitor?
A: Because I’m here to operate the business — not flip it. That means stability for your team, consistency for your customers, and a transition built for long-term success. My approach blends modern systems, data discipline, and a people-first philosophy. I build on your legacy instead of replacing it.
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