Industries We Serve

Physician practices, specialty clinics, ancillary providers, and outpatient services face a buyer pool shaped by payer mix, referral patterns, and regulatory exposure as much as by earnings.

We prepare for the questions private and institutional buyers ask first: provider retention, credentialing, compliance history, and how much of the practice walks out the door with the founder.

Contractors are valued on backlog quality, bonding capacity, crew retention, and equipment condition. Project-based revenue and working capital swings make the earnings picture harder to read than in most categories.

We present the business in terms a buyer and their lender can underwrite: repeat customers, margin discipline by job type, safety record, and the depth of the field leadership beneath the owner.

Residential trades — HVAC, plumbing, electrical, roofing, landscaping — draw consolidator and private-equity interest that rewards recurring service agreements, brand reputation, and route density.

Technician retention and the strength of the local name are the two most common points of failure in diligence. Both can be strengthened materially in the years before a sale.

Professional, technical, and outsourced services carry the highest owner-dependence risk in the lower middle market. Value follows contracted revenue, client tenure, and whether delivery survives the founder.

We document the delivery model, reduce concentration where possible, and show a buyer how the relationships transfer without the owner in every meeting.

Long-lived manufacturers are valued on capacity, equipment life, workforce skill, customer tenure, and margin durability. Real estate and machinery frequently need to be separated from operating value before a sale.

We address the questions strategic acquirers press hardest: supply chain resilience, quality certification, capital expenditure deferred over the years, and succession beneath the owner on the floor.

Distributors and wholesalers are judged on supplier agreements, exclusivity, inventory turns, customer concentration, and logistics footprint. Thin margins make working capital treatment central to the outcome.

We model the working capital peg carefully — for distributors it is often worth more than a turn of EBITDA — and prepare supplier consents well ahead of closing.