I buy businesses worth carrying forward.

I'm not merely buying revenue, equipment, or a customer list. I'm investing in the business you built, the people who helped build it, and the opportunity to take a strong foundation further.

A strong fit will generally have several of these qualities:

• Consistent profitability with financial records that are clear or can be reasonably reconstructed
• A strong reputation, loyal customers, and a history of delivering real value
• Stable day-to-day operations supported by capable employees, managers, or repeatable processes
• Opportunities for growth, improved efficiency, better reporting, or thoughtful use of technology
• An owner who is ready to step back, reduce their involvement, or bring in a long-term partner

Proven profitability tells me the business works. Operational friction and unrealized potential give me somewhere meaningful to contribute. My strengths are in understanding complicated businesses, making their operations legible, and building the systems, software, and leadership rhythms that help them grow.

My deepest experience is in real estate, construction, financial services, and businesses connected to the trades. I understand operations built around relationships, field execution, timing, compliance, handoffs, and consequential decisions.

That is my bread and butter, but not my boundary. The more complex the operation, and the more expensive the mistakes, the more useful I tend to be. I am drawn to businesses where better systems, clearer data, stronger processes, and carefully applied technology can create a durable advantage.

I am generally more interested in established, profitable businesses than turnarounds, speculative startups, or companies whose success depends entirely on one temporary trend.

For many owner-operated businesses, I begin with Seller's Discretionary Earnings, commonly called SDE. It is a practical way to estimate the total financial benefit the business provides to one working owner.

The purpose of an add-back is to normalize the financials and show what the business would likely earn under new ownership. It is not a way to inflate the value. Each adjustment should be identifiable, defensible, and supported by the records.

Common examples may include:

• Owner salary, payroll taxes, or certain owner benefits
• Personal vehicle expenses paid through the business
• Personal memberships, subscriptions, travel, or entertainment
• Payroll for family members who will not remain active after the sale
• One-time legal, consulting, relocation, or professional expenses
• Nonrecurring website, software, or equipment projects
• Home office or personal utilities paid through the business
• Noncash expenses such as depreciation and amortization

A business can produce strong SDE while still depending heavily on the owner. If you personally handle sales, operations, customer relationships, estimating, or technical work, we also need to consider what it will cost to replace those responsibilities after the sale.

That does not make the business unattractive. It simply helps us distinguish between the earnings of the company and the value of the labor you currently contribute. Every situation is different, and I approach that analysis with care and common sense.

Once we agree on a reasonable SDE figure, I apply a multiple based on the quality, durability, and transferability of those earnings. For many of the businesses I consider, that multiple may fall between approximately 1.5× and 3× SDE, although the right number depends on the specific company and deal.

Factors that can support a higher valuation include:

• Consistent or growing earnings over several years
• A capable team that can operate without constant owner involvement
• Recurring revenue, repeat customers, or durable contracts
• Documented processes and reliable financial reporting
• A diversified customer base and limited concentration risk
• A strong reputation and defensible position in the market
• Clear opportunities for responsible growth

Owner dependence is often one of the most important factors. A company that performs because of its systems, employees, reputation, and customer relationships is more transferable than one whose success depends almost entirely on the seller.

I am not interested in manufacturing reasons to talk down the price. You are unlikely to sell unless the number feels fair, and I am unlikely to succeed if the transaction leaves the company financially strained. The goal is a price and structure that reward what you have built while leaving the business strong enough to grow.

I prefer transactions that include some form of seller financing. When structured fairly, it aligns our interests, creates flexibility, and allows more of the company's capital to remain available for employees, operations, and growth.

You are not simply handing over what you built. During the transition, you are working with a buyer who has made a meaningful financial commitment and whose success depends on protecting the health of the business.

I am often interested in a company because I can see opportunities to improve its reporting, workflows, customer experience, or operational capacity through better systems and custom software. Built by an outside firm, that work would often cost tens or even hundreds of thousands of dollars. I bring that capability with me, and seller financing helps make the investment possible without starving the business of the resources it needs.

Terms vary by opportunity, but repayment periods may range from three to seven years. Down payments, interest rates, payment schedules, performance provisions, transition support, and other terms are all shaped around the seller, the business, and the risks each party is taking.

A complete sale is not the only possible outcome. Depending on your goals, we may discuss a gradual transition, partial sale, retained equity, consulting period, or partnership that allows you to reduce your day-to-day responsibilities while continuing to participate in the company's future.

I do not begin with one rigid transaction structure and force every business into it. The right deal should reflect what you need financially, how quickly you want to step away, what role you want after closing, and what the company can responsibly support.

The knowledge inside an owner's head is often one of the company's most valuable assets. A good transition creates enough time to transfer relationships, judgment, history, and context, not merely passwords and documents.

Together, we would identify the responsibilities you currently carry, the relationships that need a careful handoff, and the employees who should be involved in the next chapter. The objective is continuity without pretending nothing will change.

I want employees and customers to experience the transition as the beginning of a stronger company, not the dismantling of the one they trusted.

An initial conversation does not require polished financial statements or a decision to sell. We can begin with the history of the business, why you are considering a transition, what a good outcome would look like, and whether our values and expectations appear compatible.

If the conversation continues, you can expect:

• A confidential and respectful process
• A clear explanation of how I reached my conclusions
• A deal structured around the realities of the business
• Thoughtful consideration for employees, customers, and your legacy
• The freedom for either of us to say “not now” without burning the relationship

Even when a transaction is not the right outcome, I hope the conversation gives you a clearer understanding of the company's value, risks, opportunities, and possible next chapter.