Great leadership doesn't always need replacing — sometimes it just needs backing. We buy majority ownership in businesses people can't afford not to call, and carry forward what's already working — the routes, the relationships, the way things actually get done — alongside the people who built it.
No minimum EBITDA for tuck-in acquisitions.
We don't believe strong returns come from financial engineering. They come from sitting inside a business, understanding how it actually runs, and doing the operational work to grow what's working and fix what isn't. We're active managers, not passive capital — and we structure transactions with seller alignment in mind, including rollover equity where it fits, because what we're buying is something someone spent years building, and our job is to carry it forward, not erase it.
Artificial intelligence is inevitable, and useful for some things — not for others. Nothing replaces the person who makes a customer feel taken care of; that's not something we're looking to automate. What it can do is take time-intensive, repetitive work off a good team's plate, so people spend their time on what actually needs a human. Where that makes sense, we build it in. The use cases are wide-ranging and specific to each operation.
among many others — the right application depends on the business, not a fixed playbook.
and other essential businesses that matter to their customers — the sector matters less than the fundamentals.
We're also selectively open to special situations — turnaround or distress — where complexity creates a price dislocation and a disciplined operator with the right capital structure can create real value.
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