What we do.

Selling the business you've spent decades building is typically a once-in-a-lifetime event. The buyer on the other side of the table has done it dozens of times. Our job is to level that playing field — running a disciplined, competitive process that protects what you've built and gets you to the right outcome on the right terms.

The best sell-side engagements often start 12 to 36 months before a transaction — early enough to actually move the needle on enterprise value, not just package what already exists.

• i.Pre-Marketing & PositioningBuilding the narrative buyers actually respond to — grounded in unit economics, recurring revenue, and the operational metrics that drive premium multiples in the trades.
• ii.Buyer Universe & OutreachStrategic acquirers, financial sponsors, family offices, search funds, and PE platforms — curated, qualified, and approached with discretion.
• iii.Process ManagementWe run the timeline, manage diligence requests, and negotiate every material term — so you can keep running the business that everyone is buying.
• iv.Negotiation & CloseFrom LOI through definitive agreement, advocating for terms that protect your sale price, your employees, and your post-close transition.

For buyers in the trades — strategic acquirers building platforms, private equity sponsors executing roll-ups, or independent operators working on their first acquisition — getting an acquisition right takes more than a financial model. It takes operational judgment, industry pattern-matching, and a clear-eyed view of what the business will actually look like once integrated.

Good buy-side advisory means showing you what the asset actually is, what the integration will demand, and what's reasonable to pay for it. We bring the same operator perspective to the buy side as the sell side — close diligence on the business itself (technician retention, dispatch density, recurring revenue mix, the operating systems that actually run the company) and a clear-eyed view of where the value compounds after close.

• i.Platform & Bolt-On StrategyFrom platform thesis to a multi-year bolt-on cadence — built around the operational realities of integration, not just the model.
• ii.Commercial DiligenceCustomer concentration, service mix, technician productivity, route density — the operational metrics that separate a good deal from a great one.
• iii.Deal ExecutionFrom LOI through close, project-managing diligence streams, coordinating with legal and tax advisors, and negotiating definitive terms.

Most of the value in a service business gets built well before any transaction — through smarter growth decisions, sharper capital allocation, and the operational moves that compound over time. The work in this bucket is about understanding what your business is worth today, and what the right moves are to make it worth meaningfully more tomorrow.

Some operators engage us specifically to get a clear-eyed view of value before they make any decisions about transacting. Others bring us in on a retainer basis for ongoing strategic input on growth, M&A, capital structure, owner transition planning, or just as a sounding board they can call when something material comes up. Both look different on paper. Both come back to the same question: how do we build this business into something more valuable over time?

• i.Indication of ValueA defensible, market-grounded valuation range — the foundation for any meaningful decision about whether, when, and how to transact.
• ii.Earnings Normalization & Add-Back ReviewA close look at owner compensation, personal expenses, one-time costs, and working capital — the adjustments that turn book EBITDA into a defensible picture of what the business actually earns. Useful well before a formal Quality of Earnings is commissioned, or anytime you simply need a clearer view of normalized profitability.
• iii.Value Creation RoadmapWhere the business is today, where it could be in 24 months, and the specific operational, financial, and strategic moves that close the gap.
• iv.Ongoing Strategic AdvisoryRetainer relationships covering growth and M&A strategy, capital structure, owner transition planning, and the long arc of building an enduring business.