Privately-held, $40M contract-based healthcare staffing business interested in exploring a valuable exit. The Owner of an existing client expressed a desire to explore the option of selling the business, but was unaware of how to proceed.

Privately owned, $20M healthcare staffing business had lost its line of credit with their bank and had entered into an expensive but convenient factoring relationship. The factoring contract was nearing maturity and the Owner hired one of our CFOs to evaluate strategic financing options for the business in light of the fact that he was planning significant growth within the two year planning horizon.

Privately held energy services business owned by a small private equity firm and the management team. The owners decided to create a larger platform for growth in the always robust energy services sector. The current company was stable and generating respectable revenue but with little year-over-year growth. The private equity investor was anxious to exit the company and felt the best approach was to grow the business through acquisitions and embark on a more rapid pace of growth thereby enhancing appeal to other investors.

Privately held, second generation, value-added distribution business generating $5M in revenue and an annual net loss of $300K. The business had literally burned to the ground. Customers, vendors and employees remained uncharacteristically loyal through a three year rebuilding process. To the extent that insurance proceeds had fallen short of full recovery, the business leveraged vendor relationships and payment terms to fuel working capital needs. Vendors were applying significant pressure. Cash flow was extremely tight.

Privately held, third generation, $21M value-added, building products distribution business owned by three partners. The Owners quite literally grew up in the business, survived the economic downturn of 2009-11 and did not want to weather a storm like that again. They had received several letters from large strategic players in their industry exploring their interest to sell their business and were very interested, but unsure how to move forward.

Privately held, $7M, multi-generational contract manufacturing business. Bank gave Client six months to exit due to unwillingness to effectively reduce a perceived customer concentration risk. The Bank had two mortgages, equipment financing and a working capital line of credit with this Client.