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For Owners Considering a Sale
We buy profitable businesses, keep proven management, and invest in people and systems for long-term success.
Who we buy
We focus on established, profitable companies in home services, construction, and business services with strong management in place. We target a purchase price of $1M–$5M. We avoid food, restaurants, and brick-and-mortar retail.
Why sell to ACG
We preserve your brand, relationships, and service standards. Jobs and culture stay intact, with investment in tools and training to help the team thrive.
We keep the leaders who know the business best. ACG brings operating playbooks, finance discipline, sales and marketing support, and practical technology to scale with confidence.
You get quick fit feedback, straightforward terms, and weekly updates through diligence to close. Confidentiality is standard, and you'll know where the deal stands at every step.
We assemble lender-ready packages and coordinate SBA 7(a), equity, and any seller note to fit the business. The result is fewer surprises and a smoother closing.
Continuity & change
Brand
Your name, reputation, and local goodwill stay intact. We protect the look and promises your customers trust while strengthening the brand's reach.
Team
We keep the people who make the business work. Expect clear roles, training, and smarter incentives so A-players stick and grow.
Customer Relationships
Contracts, service plans, and key accounts stay with a warm handoff. We communicate early, keep response times tight, and protect service quality from day one.
Finance Discipline
Tighter monthly closes, clean dashboards, and cash management that supports growth. Better pricing discipline and working-capital control without adding bureaucracy.
Sales & Marketing
A predictable lead engine: CRM, referral programs, local SEO, website refresh, and targeted campaigns where ROI proves out. Cross-sell and retention programs lift lifetime value.
Practical Tech
Only tools that pay for themselves. Field service software, job costing, inventory controls, and cloud accounting that reduce rework and speed decisions.
Process Optimization
Standard operating procedures for scheduling, quality checks, purchasing, and safety. Route density improves, vendor terms get sharper, and margin leak is plugged.
Process
Six stages from a confidential first conversation to a 90-day integration plan. Weekly updates throughout.
Quick screen on size ($1M–$5M), industry, location, and management in place. Confidential and fast.
We sign clear, buyer–seller terms (price, structure, working capital, transition) in the Agreement to Purchase Assets and enter an exclusivity period with a defined closing date.
Straightforward financial, commercial, legal, and operational review. We verify the numbers, normalize earnings, and confirm the handoff plan — no jargon. Seller provides requested docs on a simple checklist.
In parallel, we complete the SBA 7(a) loan package including lender underwriting, any seller notes, third-party reports, and draft loan docs aligning to lender requirements with the agreed terms.
We finish schedules and consents, fund the deal, and transfer ownership.
Starts day one post-close and runs for ~90 days. Focus: day-one communication, KPI baseline, cash-management rhythm, and quick wins in finance, sales/marketing, and operations. We keep management and augment where needed.
Timelines vary by deal and lender; we drive a focused, document-ready process.
How we value
We typically value companies at 2.5x–4.0x of normalized EBITDA/SDE/Free Cash Flow, subject to quality of earnings and working capital at close. Businesses that are absentee-owner ready with strong systems and leadership merit the higher end of the range.
Diligence
Standard items. Most owners already have these in QuickBooks and a shared drive.
Monthly P&L, balance sheet, and cash flow (cash & accrual if available). We use these to assess trends, seasonality, and margin quality; please include accountant or bookkeeping notes.
Complete federal (and state, if filed separately) returns with all schedules. We reconcile these to the financials and verify normalization items and ownership details.
Revenue by customer for the last 3 years and TTM, with percent of total and any contracts or tenure. This helps us evaluate concentration risk and relationship durability.
30/60/90-day AR and AP reports, a payroll roll-up by role/comp/tenure, and a list of top vendors with annual spend. We're confirming working-capital needs and vendor dependence.
Current org chart with roles and reporting lines; include any employment, non-compete, lease, customer, and major supplier agreements. We review assignability, terms, and renewal risks.
A simple schedule explaining non-recurring or discretionary expenses (e.g., owner perks, personal vehicles, one-off legal or consulting). Please note dates, amounts, and brief rationale — backed by invoices if possible.
In a seller's words
This was about legacy as much as value. ACG committed to our employees, our vendors, and our customers. I'm confident the company is in steady hands for its next chapter.
FAQ
Tell us about your business. Quick fit feedback in 2–3 business days, and your information stays confidential.