Welcome

We are a principal-led private acquisition firm with a family office mindset and independent sponsor flexibility. We acquire established, cash-flowing small businesses—typically one per year—using a flexible capital stack that may include personal capital, seller financing, and senior debt. We operate with long-term ownership intent, focusing on stability, profitability, and operational excellence—not exits on a fixed timeline.

Continuity and care for your people. We keep proven management, bring systems and resources to grow cash flow, and run a respectful, on-time process. 

Established, profitable businesses in home services, construction, and business services; typical $1M–$5M purchase price. 

We do not buy standalone turnarounds. We may consider a turnaround as a tuck-infor an existing portfolio company in the same industry where integration can create a larger, profitable platform.

Usually SBA 7(a)senior debt plus equity; a seller note may be used where appropriate. Terms are tailored to the business and transition plan. 

We are open to either purchasing the operating real estate with the business or leasing it from the seller’s property entity/third party. Decision depends on the business model, lender requirements, appraisal/environmental, and after-tax considerations. For leases, we prefer market-rate NNN terms aligned with the loan term and renewals.

We prefer asset purchases. Common reasons: clearer separation from legacy liabilities, flexibility to leave behind non-core assets/obligations, and a tax basis step-up that supports depreciation/amortization of acquired assets. In some cases (licenses, contracts, or seller tax considerations), a stock purchase can be better—we will discuss options with you and your advisors.

We target 2.5x to 4.0x of normalized EBITDA, SDE, or free cash flow for the purchase price. Metric selection depends on the business: SDE for owner-operated companies; EBITDA for professionally managed teams; FCF when capex or working capital needs are material. Companies with absentee-owners and existing strong systems and leadership merit the higher end of the range and can justify premiums.
 

Typical adjustments before applying a multiple include normalization for owner add-backs and one-time items, a quality-of-earnings view, and the working capital delivered at close. Range placement is driven by factors such as customer concentration, growth durability, margin quality, capex intensity, and the cleanliness of the books.
 

Illustration: if normalized EBITDA is $1.0M and the appropriate multiple is 3.25x, the indicated enterprise value is about $3.25M, subject to working capital and final terms.

• Three years financials + YTD: monthly P&L, balance sheet, and cash flow.
• Three years tax returns: complete federal returns with schedules.
• Customer mix & top 10: revenue by customer (3 years + TTM), % of total, contracts/tenure.
• AR/AP aging, payroll summary, key vendor list: 30/60/90 aging, payroll roll-up, and top vendors with annual spend.
• Org chart & key contracts: employment and major customer/supplier agreements, leases, and licenses.
• Addbacks & one-time items: schedule with dates, amounts, and rationale.
• Backlog (if applicable): by customer/project with timing and gross margin.

We retain teams and invest in tools, training, and practical technology to support them. 

Flexible. From a clean exit with a short handoff to a defined advisory period—case-by-case. Our priority is a smooth transition for employees and customers. 

Timelines vary by deal and lender. We run a focused, document-ready diligence process to move efficiently.

Typical 60–90 days; practical range 45–120 days. Final timing depends on lender processes, third-party items (e.g., appraisals), and responsiveness on both sides. We keep you updated weekly.

We default to long-term ownership, focusing on durable cash flow and steady operational improvements rather than quick flips. 

We use seller notes where they help bridge value and align interests, structured on market, lender-compliant terms (no rigid template). Working capital is set to a normalized “peg” based on historical seasonality (typically a T12 or appropriate seasonal average) with a customary true-up at closing and standard post-close adjustments.

We are a principal-led private acquisition firm with a family office mindset and independent sponsor flexibility. We acquire established, cash-flowing small businesses—typically one per year—using a flexible capital stack that may include personal capital, seller financing, and senior debt. We operate with long-term ownership intent, focusing on stability, profitability, and operational excellence—not exits on a fixed timeline.

We are principal buyers, not co-brokers or intermediaries. 

Profitable companies in home services, construction, and business services; $1M–$5M purchase price; U.S. focus; management in place.

We do not buy standalone turnarounds. We may consider a turnaround as a tuck-infor an existing portfolio company in the same industry where integration can create a larger, profitable platform. 

Primarily U.S. companies in stable, growing markets.

We target 2.5x to 4.0x of normalized EBITDA, SDE, or free cash flow for the purchase price. Metric selection depends on the business: SDE for owner-operated companies; EBITDA for professionally managed teams; FCF when capex or working capital needs are material. Companies with absentee-owners and existing strong systems and leadership merit the higher end of the range and can justify premiums.

Typical adjustments before applying a multiple include normalization for owner add-backs and one-time items, a quality-of-earnings view, and the working capital delivered at close. Range placement is driven by factors such as customer concentration, growth durability, margin quality, capex intensity, and the cleanliness of the books.
 

Illustration: if normalized EBITDA is $1.0M and the appropriate multiple is 3.25x, the indicated enterprise value is about $3.25M, subject to working capital and final terms.

Typically SBA 7(a) senior debt plus equity and sometimes a seller note. We run a focused, document-ready diligence process and move efficiently with lender requirements.

We are open to either. We can purchase the operating real estate as part of the transaction or lease it from the seller’s property entity or a third party. We decide case by case based on the business model, lender requirements, appraisal/environmental findings, and after-tax considerations. When leasing, we prefer market-rate NNN terms, and a lease aligned with the loan term and renewal options.

We prefer asset purchases. Typical reasons: cleaner separation of legacy liabilities, ability to exclude non-core assets and obligations, a step-up in tax basis that supports depreciation/amortization, and smoother SBA lender collateralization/filings. We will consider stock purchases when licenses, contracts, or tax considerations make them the better path; we coordinate consents early to manage timeline impact.

We respect NDAs and process, provide quick “yes/no” feedback, share lender-ready materials, and communicate clearly on timelines and diligence requests. We are buyers—not co-brokers—and do not publicly solicit.

• Three years financials + YTD: monthly P&L, balance sheet, and cash flow.
• Three years tax returns: complete federal returns with schedules.
• Customer mix & top 10: revenue by customer (3 years + TTM), % of total, contracts/tenure.
• AR/AP aging, payroll summary, key vendor list: 30/60/90 aging, payroll roll-up, and top vendors with annual spend.
• Org chart & key contracts: employment and major customer/supplier agreements, leases, and licenses.
• Addbacks & one-time items: schedule with dates, amounts, and rationale.
• Backlog (if applicable): by customer/project with timing and gross margin.

We keep the existing team, support them with systems, and augment leadership where needed to strengthen execution.

Timelines vary by deal and lender. We run a focused, document-ready diligence process to move efficiently.

Typical 60–90 days; practical range 45–120 days. Lender queues, third-party reports, consents, and data readiness drive timing. We run financing in parallel with diligence to compress the schedule.

Weekly touchpoints with one point of contact and a single, dated checklist. We keep a live tracker in the data room, aim for 24–48-hour turnaround on requests, and escalate issues the same week. Financing runs in parallel to compress time; actual duration depends on data readiness and third-party items.

We use seller notes where they help bridge value and align interests, structured on market, lender-compliant terms (no rigid template). Working capital is set to a normalized “peg” based on historical seasonality (typically a T12 or appropriate seasonal average) with a customary true-up at closing and standard post-close adjustments.

We are a principal-led private acquisition firm with a family office mindset and independent sponsor flexibility. We acquire established, cash-flowing small businesses—typically one per year—using a flexible capital stack that may include personal capital, seller financing, and senior debt. We operate with long-term ownership intent, focusing on stability, profitability, and operational excellence—not exits on a fixed timeline.

Established, profitable companies in home services, construction, and business services. We avoid food, restaurants, and brick-and-mortar retail.

$1M–$5M purchase price. We will look slightly outside that range for the right fit.

Primarily U.S. companies in stable, growing markets. 

Direct co-ownership of the operating company. ACG typically arranges senior financing (e.g., SBA 7(a)) and coordinates closing; partners equity contribute. There is no pooled fund or no public solicitation. We coordinate the transaction and governance agreements on a deal-by-deal basis.

No. No pooled funds or public solicitation. Each transaction is a private decision among the parties. 

Ownership corresponds to who funds what at purchase. If a partner contributes 10% of the purchase price in equity and ACG secures 90% in financing, the partner owns 10% and ACG owns 90%. Exact terms are set deal-by-deal and documented at closing. 

By default, partners receive information rights and a board seat or observer role. Specifics are defined deal-by-deal in the governance documents. 

Yes. We retain proven management and equip them with operating playbooks, disciplined finance, sales/marketing support, and practical technology. Where there are gaps, we augment management with proven leaders or specialists (interim or permanent). 

Timelines vary by deal and lender. We run a focused, document-ready diligence process to move efficiently. 

Quarterly financials and KPIs. Distributions depend on cash flow, lender covenants, and board decisions. 

We issue K-1s from the operating entity, targeting March 31 each year, subject to CPA timing and any required adjustments. 

Default long-term hold, with opportunistic exits when it maximizes after-tax outcomes.

No. Co-ownership interests in private companies are illiquid and long-term. 

All private business ownership involves risk, including loss of capital. Leverage can amplify outcomes and may constrain flexibility. 

By invitation. We partner with people we know who can evaluate small business acquisitions and are comfortable with long-term co-ownership and quarterly reporting.