Our approach
How we buy — and how we own.
We started this firm to own great American companies for the long haul. This page is what that means in practice — from the first conversation to the years after closing.
Where we’re coming from
We’ve been on the selling side.
We’ve each sold a company we built, so we have some idea of what we’re asking when we invite an owner to talk. That experience gives us perspective, not a formula. Every owner, team, and company is different, so we start by listening.
For business owners
Deciding what comes next for a company you built is not a small decision. These are the things owners most want settled before they’ll talk.
It stays confidential
Your message comes to the two of us and stays with the two of us. We’ll follow your lead on timing, and we won’t ask for financials until it makes sense.
Your role is your choice
We ask most owners to stay for a short transition. After that, you can step away, stay involved, or retain a stake — we’ll follow your lead. And when there’s no obvious next owner, succession is often where we’re most useful.
Your people matter
Good management is a big part of why we’d want the company. We work to keep teams in place, invest in leadership, and put equity or incentives in managers’ hands where appropriate.
A fair price, honored
Our first number is one we mean. If diligence changes something important, we’ll explain exactly what changed and why.
If you reach out
What the process looks like
- A confidential conversation. No documents needed, no obligation — just a talk.
- Getting to know the business. A confidentiality agreement first, then focused requests — just what we need to understand the business.
- A written proposal. Clear on price, structure, and your role — with the capital behind it already committed.
- A disciplined diligence. Agreed requests, a firm timeline, and respect for your team’s time.
- Closing and transition. On a timeline that serves you and the company.
After closing
How we own what we buy
Ownership is a responsibility, and every company is different. We don’t arrive with a fixed playbook or assume we understand the business better than the people who run it. We begin by listening to management and the people doing the work, then decide together where our time, capital, and experience can be useful. That may include:
People and leadership
Supporting the leaders already in place, developing the team, and strengthening the bench where it would help.
Systems and technology
Working with management to invest in infrastructure that can make the business stronger and better able to grow.
Sales and financial foundations
Building more repeatable ways to serve and win customers, while improving the information management uses to make decisions.
Complementary acquisitions
Considering add-ons when they fit the strategy, have management’s support, and strengthen what the company already does well.
Values matter most when they show up in conduct. These are the commitments we make — and the promises we won’t pretend to make.
What you can hold us to
- We will be honest and direct with you
- We will not make a promise we can’t keep
- We will listen to the people closest to the business
- We will learn the business before we try to change it
- We will stay actively engaged after closing
- We will make decisions with the long term in mind
- We will tell you quickly if we’re not the right buyer
What we won’t promise
- That nothing will change
- That every role stays exactly as it is
- That the company will never be sold
Not because we’re planning otherwise — but because no honest buyer can guarantee these things.
For advisors and bankers
Response times, IOI timing, and how we run diligence are all spelled out with our criteria, along with what’s likely a fit and what isn’t.
For business owners
Thinking about what’s next for your company? A conversation is confidential and commits you to nothing.
Start a Confidential Conversation