Our Process

We set out to become owners of companies using a collaborative and transparent process. We like to quickly and openly establish whether or not there is a good fit between our team and your business and then work with you to explore the opportunities, risks and finances of the business.

The first phase of this process is as follows:

1) Meet & Establish Fit

We like to meet in person and establish a connection to see early on and up front if there is a good fit between us. This includes assessing alignment in terms of values, goals, and expectations. It’s crucial for both sides to have a sense of compatibility and trust, laying a solid foundation for the deal and transition plan.

2) Vision - Explore Opportunities & Risk

Once a mutual fit is established, we delve deeper into the business's potential by exploring opportunities for growth, identifying any risks, and discussing the buyer's vision and plans for the future. This collaborative assessment helps in understanding the strategic direction and potential synergies that can be leveraged post-acquisition.

3) Finance and Due Diligence

This phase involves conducting thorough due diligence to evaluate the business's financial health. It is often the case that there are areas that require modernization, improvements and efficiencies - all of which are things we are prepared to handle. The important element for us is to ensure there are no hidden liabilities and the business is as represented in terms of it's operations and valuation. It also helps us establish what investments if any are needed post-purchase.

Part of this process is to develop risk mitigation strategies to address potential challenges during the acquisition process and accelerate due diligence. We can develop contingency plans to handle unforeseen circumstances and, as we understand the architecture and financial status of the business, address any areas that need to be worked on. No business is perfect - our goal is the find the good businesses that are ready for a new stage of growth and success.

Making A Deal

If the fit, vision for the future of the business and due diligence line up, then we're ready to put a deal together. This first phase happens quickly and efficiently when there is a good fit. A lot of the challenges and delays in deals like this come from the jockeying and positioning between more "adversarial" parties.

Our priority - a key element of our strategy and reason for success - is to pursue deals with people who share the same values of openness, transpareny and collaboration. When that's established, things can move quickly and fairly in the second phase of an acquisition:

4) Deal Structure

This involves negotiating the terms of the purchase, including the price, payment terms, contingencies, and any warranties or indemnities. The deal structure is tailored to address the needs and concerns of both parties. We're always aiming for a win-win outcome, and having been through this multiple times, we know businesses and books often have details or discrepancies that can be sorted out through open communication.

5) Closing

We don't want to waste anybody's time. If we've established a good fit, a business vision and financial details that makes sense, we are ready to ensure a swift transition and minimizing any operational disruptions. With cash on hand, investment and financing partners already in place, this step of the process can be simple and smooth, ensuring that all parties are satisfied and the terms of the deal are met.

6) Transition

While not essential, the idea scenario is one where current owners remain onboard for 1-2 years to facilitate the transition as we learn all of the subtleties of the business, it's team and customers. This period allows for a smooth handover of operations, knowledge transfer, and adjustment for employees and customers alike. It helps in maintaining the business's continuity and leveraging the former owner's expertise to integrate the business seamlessly into our portfolio.

Our past experiences have gone very well, and within a year or two an owner can step away from the business entirely - or stay involved in an advisory role if desired - whatever is in line with the deal and ongoing relationship.