500+ closings across ecommerce, SaaS, and digital services. We structure the deal, fight for the terms, and place the capital.
Brokers sell deals. Advisors protect buyers. The distinction shows up on wire day.
Buying a business is one of the largest financial decisions most operators will ever sign their name to, and the path from letter of intent to funded wire is full of technical, financial, and strategic landmines that quietly kill otherwise promising deals. The QoE lands with a 12% adjustment the seller didn't flag. The lender's term sheet arrives with a fixed-charge covenant nobody modeled. The working-capital peg turns into a five-figure argument on settlement day. Reps and warranties come back weaponized in the first purchase-agreement redline. And the exclusivity window is closing.
Advisory is the trusted seat next to the buyer from first CIM to wire. We read the CIM with you, underwrite the target's financials, redline the LoI in 72 hours, chair the weekly diligence call, shop the capital stack across the lender desks that will actually take the file, and run the purchase-agreement fight line by line. One advisor, one workstream, one fee, across a transaction that otherwise sprawls across six vendors and two of your weekends.
Because we live at the intersection of financing and acquisitions, every read we give you is grounded in what lenders will actually fund and what real purchase agreements look like at the closing table. No academic structure memos. No deal math that collapses at credit committee.
We've closed 500+ acquisitions across ecommerce, SaaS, and digital services, from $750K mom-and-pop Shopify brands to $250M sponsor-backed platforms. Whether you're a first-time buyer making the jump into ownership or an experienced operator adding to a portfolio, the work is the same: informed decisions, fewer costly missteps, and a structure that holds up a year past close. Buyers who hire a real advisor move confidently from opportunity to ownership.
Four disciplines inside a single engagement. One senior advisor runs all four; the file doesn't get handed off mid-deal.
Drafting and redlining letters of intent that survive diligence: purchase price, working-capital peg, escrow, indemnity baskets, exclusivity windows, and non-compete perimeter. The terms a broker will not write on your behalf.
Sitting across from seller’s counsel on the terms that move dollars: earn-out triggers, seller notes, rollover equity, R&W packages, and post-close integration provisions inside the purchase agreement.
Running QoE, tech, legal, and insurance in parallel: vendor selection, scope negotiation, weekly call, findings triage, and translation of red flags back into the PA before exclusivity closes.
Term sheet shopping across SBA, Flex, and Capital Access desks, plus seller notes, rollover equity, and earn-outs. Closing coordination from signed purchase agreement through the wire.
Six things we do that a generalist M&A shop usually cannot.
You aren’t getting handed to a broker. Every advisor on our team has closed 50+ debt financings and can model covenant packages, fixed-charge math, and pro-forma leverage in front of you on the call.
500+ files across Amazon aggregators, Shopify operators, DTC holdcos, B2B SaaS, and digital services. We know the working-capital traps, the ad-spend normalizations, and the Amazon reserve mechanics on sight.
100+ active lender desks: SBA, institutional senior, private credit, ABL, and sponsor-grade unitranche. We know which credit committees are open this month and which ones are quietly closed.
We don’t sell QoE, we don’t sell legal, and we don’t sell insurance. Every referral is to an outside firm we’ve paid diligence invoices to on other deals, never to a captive subsidiary of ours.
One weekly call, one workstream tracker, one point of escalation. The alternative (six vendors reporting to you in parallel while you’re also running your day job) is how deals miss exclusivity.
Our senior advisors have negotiated R&W packages on deals from $2M to $250M. We know which carve-outs the R&W market will actually insure, which sellers will concede them, and where the indemnity basket should actually sit.
Anonymized. Representative of Q1 2026 book.
A second-time founder retained us after an LoI on a DTC supplements brand ($3.2M TTM EBITDA, $14.8M ask) stalled in week four of diligence. The QoE had come back with a $480K add-back dispute, the SBA desk had pulled over concentration, and the seller's counsel was re-trading on working capital. We re-shopped the file to three Flex desks inside a week, rewrote the peg on a 12-month trailing average basis, and negotiated a $350K indemnity carve-out in exchange for conceding the add-back. Wires went out 19 days later.
Tell us what's on your desk: a CIM, an LoI, a stalled diligence file. A senior advisor will return a written read with a view on fit, timeline, and what we'd do in the first week.
