01 · For Businesses
Grow and invest with AI.
You spent a career building something that works. We buy it whole, keep the name on the door, and give your people the leverage of a company ten times the size.
The offer
An end-to-end buyout, not an auction process.
Most owners of good small businesses get one of two bad options: a strategic buyer who folds the company into a call centre, or a sponsor who loads it with debt and replaces the management team in year two. We are built for the third answer — a single buyer, a single close, a long hold, and a plan that runs through your people rather than around them.
One counterparty
We control the equity and arrange the debt ourselves. No syndicate to assemble after you sign, no financing contingency that evaporates in week nine.
Clean, limited diligence
We have written streamlined acquisition paper for exactly this size of company. You should not need a year of your life and two law firms to sell a business you built by hand.
Flexible consideration
Full exit, partial recapitalisation, or a seller note that participates in the upside the transformation creates. Succession is a structure question, not a yes-or-no.
Legacy
What we preserve, in writing.
A company is a reputation that took thirty years to earn. That is the asset. Everything we do after closing is in service of not spending it.
The name stays
We do not rebrand acquired businesses into a holding-company identity. Your customers should not be able to tell from the invoice that anything happened.
The team stays
We buy businesses because of the people who run them. Our thesis is capacity — the same team serving more customers — not headcount reduction. Nobody's job is the source of the return.
The craft stays
Whatever your company is unusually good at is the thing we automate around, never through. Judgment, relationships and service quality are the moat; forms and re-keying are not.
The commitments stay
Long-tenured customers, local obligations, the supplier you have used since the beginning. We underwrite these as assets and we say so in the purchase agreement.
After closing
What actually changes on a Monday.
We map the paperwork, not the people
In the first weeks our engineers sit with your staff and watch the real work: the portals, the re-keying, the spreadsheet that three people maintain by hand, the renewal packet somebody rebuilds every year from a PDF.
The worst task goes first
We automate the thing your team hates most, because that is how you find out whether we are any good. In one brokerage that meant quoting across roughly twenty carrier portals — end to end, no human re-keying.
Capacity comes back to your people
The hours that came out of administration go into customers. Same staff, more accounts served, better service on each one — which is a growth story your team can be proud of rather than one they dread.
We stay
We are not flipping the company in eighteen months. The platform, the engineering bench and the capital stay in place, and the second year of improvements is bigger than the first.
Fit
What we look for.
Profile
Founder-led or family-held services businesses, roughly ten to a hundred and fifty people, with real customer relationships and a back office that runs on manual process. Insurance distribution — retail brokerages, wholesalers, MGAs, TPAs — is our first vertical and where we are deepest.
Signals
Heavy administrative headcount relative to revenue. Quoting, submissions, certificates, renewals or claims handled by hand. An owner thinking about succession, a recapitalisation, or simply about who is going to care for this after them.
Will you lay off my staff?
No. Our return comes from capacity, not from payroll reduction — the same team serving materially more customers. If a transformation only worked by cutting people, we would not underwrite it, because the service quality that makes the business valuable would go with them.
Do I have to stay on after the sale?
Only if you want to. We work with full exits, phased transitions, and structures where the owner stays as a shareholder and adviser. What we do ask for either way is a genuine handover of relationships and know-how.
How long does a process take?
Faster than a bank-run auction. We are the decision-maker on both the equity and the debt, and we have standardised paper for companies of this size, so the gating item is usually quality of earnings rather than committee calendars.
What if my systems are a mess?
That is the opportunity, not a problem. Thirty-year-old systems with manual workarounds are exactly the automation surface we underwrite. You do not need to clean anything up before talking to us.
Tell us about the business you built.
Every conversation is confidential, and we will tell you within a week whether we are a real buyer for you.