A buyer who will look at anything is a buyer who understands nothing in particular. We acquire control of profitable industrial and business services companies in North America, and we decline more than nine of every ten opportunities we are shown. This page is specific enough that you can rule us out in two minutes.
There are good buyers for every situation below. We are not one of them, and saying so on this page is cheaper for everyone than saying it in week three.
Two consecutive years of declining EBITDA with recovery in the projections. Our investors underwrite growth on a sound base, not restructuring.
We have no venture capability and would be a poor owner of a business that needs one.
We install leadership and drive an add-on strategy. Neither is possible from a minority seat, and taking one would be a disservice to our investors.
If revenue follows the owner's relationships and the owner is leaving, there is no transferable asset. A transition period helps; it does not solve it.
Outside our competence. We would be slow, cautious and wrong in ways we would not recognise in time.
Quality of earnings and financing cannot be completed properly in a month. A buyer who agrees to it is either skipping work or planning to renegotiate.
Owners are often surprised by the volume of a diligence request list. Here is the sequence, so that nothing arrives unannounced.
Most of the companies we buy have never been audited, and it is not an obstacle. But it is the single most common cause of a transaction running past schedule, so it is the first thing we look at and the first thing we will be candid with you about.
If we think your records need six weeks of work before any buyer should see them, we will tell you that instead of signing and discovering it later.
Send three years of financials and a customer breakdown. You will have a straight answer within five business days, with reasons either way.
How we work with intermediaries