Background – We began working with a mechanical contractor that had an interest in selling their company.  The partners wanted to stay with the business and determined that if the company were to grow beyond its current level, they would have to bring in a general manager or sell the company.  The decision was made to sell the company.

The company had a solid foundation, strong owners, a great culture where techs wanted to join the team, and opportunity for growth.  Unfortunately, the challenges were low margin issues for part of their business. The solution was defining different lines of business to identify areas of improvement, financial reporting, org structure, and physical capacity at their current location.

Having worked with several private equity firms, we made the connection with the company that would be the perfect culture fit.  After initial evaluation, the PE firm indicated that the company was “un purchasable” because of some unique challenges in the structure. 

Actions –Following this disappointing news, we worked very closely with the owners. We engaged in an analysis of the business, and proposed 3 focus areas that would significantly increase the value of the company.  After investing in a partnership approach over a nine month period of working with the firm on new strategies and their challenges, we again approached the original PE Firm. They were so impressed with the results that they eventually paid a multiple value equivalent to their highest valued acquisition to that date. 

Outcome – Post-acquisition the owners have provided feedback that they could not have been happier with our team effort, the results of the strategies, the acquisition process, and the business success with the new company after the acquisition.

Background – A family owned business of 40 years purchased by private equity. Average CAGR was 2 to 3% over the 40 year history. Company had dated systems and convoluted processes and was coasting.  As an example they had customized salesforce from a CRM tool into a pseudo quotation and ERP system.

Actions – In leadership role we analyzed, developed and implemented a strategic plan around Team, Channel, Products and Process Enablement. Everything across the board needed best practice application over a reasonable time horizon. We leveraged fractional A talent to support implementation. Highlights include: New ERP system, sales content and training including direct coaching and “ride a long's”, built and implemented a comprehensive 5 year sales growth plan with 14 key growth accelerators, implemented a national accounts program, implemented rep channel relationships, expanded into a European footprint, introduced innovation lab with multiple new products, implemented a comprehensive service program which created new recurring revenue streams, launched a new brand and website, implemented best practice financial tools and acquired and integrated a small bolt on acquisition. Many additional improvements as well.

Outcome – The new sales development and approaches along with other developments increased revenue by 143% and EBITDA by 115% by end of 2nd year. Added channel and talent resources to position firm for continued growth.