Our Approach
I operate the business I acquire. That changes everything about how I buy it.
A Different Kind of Buyer
Most acquisition models optimize for financial returns on a fixed timeline. That works in some contexts, but it creates real problems when the business being acquired is a founder-built company with long-standing employees and deep customer relationships.
I take a different approach - not to be contrarian, but because I think a different model produces better outcomes for the seller, the employees, and the business itself.
What Makes This Different
I keep what works. Your management team, your operating rhythm, your customer relationships - I start by listening, not restructuring. Changes happen gradually, collaboratively, and only when they make the business stronger.
I run the business myself. This isn’t an absentee ownership arrangement managed by junior staff. The person who buys the business is the person who runs it. Every day, on-site, with full P&L responsibility.
There is no exit clock. I’m not building a portfolio to sell in five years. There’s no fund lifecycle forcing a transaction. I’m looking for a business to own and operate indefinitely.
You know exactly who you’re dealing with. One person with a clear background, transparent funding, and aligned incentives. Not a rotating cast of associates and analysts from a fund you’ve never heard of.
How This Compares
| Private Equity Firm | Search Fund (Investor-Backed) | Integrity Acquisitions | |
|---|---|---|---|
| Who owns it? | Fund and investors | Investors + searcher | Long-term operator-owner |
| Primary objective | IRR and exit outcome | Acquisition + future exit | Stewardship and continuity |
| Decision authority | Investment committee | Investor approvals required | One decision-maker |
| Ownership horizon | 3-7 years | 5-8 years (fund lifecycle) | Indefinite |
| Operating approach | Varies, often change-focused | Varies | Stability first, improve carefully |
| Transition focus | Often accelerated | Varies | Thoughtful, relationship-preserving |
The Process
1. Confidential Conversation
A phone call, a video chat, or a cup of coffee. No NDA required just to talk. You learn about me, I learn about your business and your situation. There’s no cost, no obligation, and no formal process required.
Many of my most productive relationships begin well before either side is ready for a deal.
2. Mutual Evaluation
If there’s a potential fit, I conduct thorough but respectful due diligence. I also expect you to evaluate me just as carefully. You’re choosing who will carry your business forward - that decision deserves real scrutiny.
I’m happy to provide references, share my background in detail, and answer any question you have about how I’d approach ownership.
3. Fair Deal Structure
I structure transactions that work for both sides. My typical structure uses SBA 7(a) lending as the senior debt component, my own personal equity as the down payment, and where it makes sense, seller financing or earnouts to keep incentives aligned through the transition.
I approach deals calmly and transparently. The goal is certainty of close and a smooth handoff - not squeezing every last term.
4. Steady Transition
I work closely with the seller through a transition period to preserve every important relationship - customers, employees, vendors. The goal is operational continuity. Your employees and customers should barely notice the change.
I’m flexible on transition timelines. Some sellers want a clean handoff in 30 days. Others prefer 6-12 months of overlap. Both work.
A Note on Timelines
Selling a business is rarely a quick decision. Some owners know they’re ready. Others are a year or two away and want to start building a relationship with a potential buyer now.
Both conversations are welcome. There’s no pressure to move faster than you’re comfortable with.
Common Questions
How is this different from selling to a private equity firm?
Private equity firms typically buy businesses as part of a portfolio, install outside management, and plan to resell within 3-7 years. I'm buying one business to run personally with no planned exit date. The incentives are fundamentally different - I succeed when the business thrives over decades, not when it sells at a higher multiple in a few years.
What happens to my employees after the sale?
Your employees are the business. I'm buying the company specifically because it has capable people who know what they're doing. My intent is to retain the entire team, maintain existing compensation and benefits, and make operational changes only when they clearly benefit the business and the people in it.
How do you fund an acquisition?
I self-fund the search with personal savings. For the acquisition, I use SBA 7(a) lending as the primary debt component, my personal equity for the down payment, and in some cases seller financing or earnouts for additional alignment. I have lender relationships in place and a clear financing plan, and I move promptly once we agree on terms. If I bring in equity partners, they are selected specifically for long-term, hands-on ownership alignment - not for a quick exit.
Do I need a broker or advisor to talk to you?
No. I work with brokers and advisors regularly and respect the role they play, but you don't need one to start a conversation with me. Many of my best conversations begin directly with business owners. If you do have an advisor, I'm happy to work through them.
How long does the process take?
From first serious conversation to closing, a typical acquisition takes 3-6 months. But I never rush the process. If you need more time to prepare, evaluate, or simply think - that's fine. The timeline should serve you, not pressure you.
What if I'm not ready to sell yet?
That's perfectly fine - and honestly, some of the best transitions start with conversations that happen a year or two before the deal. Getting to know each other early gives both sides confidence when the time is right. There's no obligation to move forward on any timeline.