I am an operator looking to buy and run one specialty business for the long term
I run operations at a 50-person software business serving over 300 universities and hospitals across the UK, Australia and Canada. It was built by its founder over many years before being sold to an individual investor, and I joined to help run it.
Much of my work is about building on what has already made the business successful, looking after the people and customers who have been there long before me, and finding opportunities to grow. Along the way, I've helped grow sales and profits by double digits, maintain customer retention in the high nineties and build a team that is proud of its work. I love what I do, and I'm now looking to do the same with a business of my own.
I grew up in Virginia watching my grandfather build and run a small law firm for over 50 years. His care for clients and employees, and determination to succeed, have shaped the kind of leader I am today. When he sold his firm, it opened my eyes to the possibility of buying a business of my own. I hope to do so with the same respect and care he brought to his.
I have an MBA from the MIT Sloan School of Management and a BA in Economics from Northwestern University.
My priority is to serve the people at the heart of the company. I strive to create a safe, positive environment that fosters growth and well-being, and I look for a business where the owner has already built that kind of culture.
My goal is to grow the business in a way that respects its community, its customers and its mission.
I am buying one business to own and run for good. My commitment is to the long-term success of your business, built on the demand and profitability you have already created.
Most owners who sell will hear from private equity firms and larger companies in your industry. As an owner-operator, I am a different type of buyer and the table below outlines the differences.
 |
Private equity | Competitor | |
|---|---|---|---|
| Number of acquisitions | I'm buying a single business to be the operator | Several, bought as one of a number of portfolio companies | Often several, as part of a strategy to grow by buying |
| Business plan | I'll grow by improving sales and operations with the team that's already there | Value comes from financial engineering, cost reduction and oversight from the board | Value comes from synergies with the parent company, which usually means cost reduction |
| Ownership period | Permanent | 3 to 5 year investment period, restricted by the life of the fund | Dependent on core business strategy |
| Commitment | 100% full-time, on site and running the business | One of several portfolio companies; occasional board-level involvement | One of many divisions; focus stays on their primary business |
| Owner tie-in | Owner can leave after a short handover period | Owner typically tied in for 2 to 3 years | Owner typically tied in for 2 to 3 years |
| Financing | My personal funds and a pre-qualified SBA 7(a) loan | Fund capital and bank debt, subject to investment committee approval | Internal capital and bank debt, subject to board approval |
Selling your business is an important decision, and my aim is to make the process straightforward and respectful of your time. Nothing here commits you to anything until the closing documents. Every stage is confidential, and I will not approach your employees, customers or suppliers without your agreement.
Before anything else, I want to get to know you. I want to understand your story, what has motivated you to build this business and what your plans are moving forward. This is also a time for you to get to know me and decide if I would be the right fit to care for your company and employees.
Assuming mutual interest, I will take a few weeks to learn more about your business with the goal of providing a non-binding letter of intent and a framework to move forward.
I'll work with you and your advisers to understand the business in more detail, including its financial performance, customers, operations and legal matters. We'll also work together to build a growth and transition plan that is compatible with your personal and financial goals.
In the last phase, we will finalize legal documentation, financing sources, and deal terms. Once the transaction has closed, we will work together to ensure a seamless transition of ownership to continue the work of building the business for the long term.