| Ranch 1 |
Small City |
Almost failed two years previous to G.F. interest, but currently stable. Owners just wanted to exit without losing more money. Few competitors in the niche industry. |
340 |
125 |
| Ranch 2 |
Rural |
Asking price 7x multiple of reported cash flow. No marketing but well-known and regarded business among its customers. Leader in a small niche. |
340 |
|
| Tank 1 |
Rural |
Founder owned and led with very little documentation, financial or otherwise. An industry leader in a niche market but tied to a major national, cyclical market. |
340 |
555 |
| Machine 1 |
Small City |
Repaired / fabricated parts with a single industry focus. Owner / key employee personal relationships with customers key to business’s consistent revenue. |
440 |
514 |
| Fab 1 |
Metro |
Sales were declining due to the poor health of several key family members / workers. The owner was loyal to the workforce and reluctant to see the business relocated. |
121 |
514 |
| Machine 2 |
Metro |
Strong financial performer with founder looking to exit while still young. Major multinational corporation accounted for 90% of revenue. Relocation was problematic. |
514 |
110 |
| Fab 2 |
Rural |
Produced about 10 dies per year for average selling price of $150,000. Significant investments in land and facilities made relocation financially difficult. |
514 |
|
| Transpo 1 |
Rural |
Owner had already sold the business once but repurchased it after the previous buyer almost caused the business to fail. The business was still off the previous peak. |
513 |
320 |
| Fab 3 |
Metro |
Current owner’s relationships with relatively small clientele would be hard to replicate. Produced highly customized solutions for specific industries. |
440 |
|
| Machine 3 |
Small City |
One multinational corporation accounted for 50% of revenue. The seller wanted a signed LOI before opening books and a fast-track due diligence process. |
340 |
|
| Service 1 |
Small City |
The startup business was willing to locate in the desired location to secure funding. Referred to G.F. from area angel investor group. |
460 |
320 |
| Machine 4 |
Small City |
Company in slow decline. Co-owners not communicating well and had disparate objectives. |
340 |
600 |
| Machine 5 |
Small City |
The company was a supplier to companies owned by G.F. members. The owner received a competing offer. |
552 |
430 |
| Transpo 2 |
Metro |
The company had significant intellectual property and had once ceased production due to manufacturing issues. Essentially a startup. |
121 |
222 |
| Transpo 3 |
Metro |
The company had a large, international customer base selling aftermarket products that complement a well-known brand. Manufacturing 100% out-sourced. |
511 |
|
| Ranch 3 |
Rural |
Nationwide customer base, to include utility companies. Aging founder looking for an exit but opposed to relocation. |
514 |
|
| Tank 2 |
Rural |
The company didn’t have a single computer in the work location. No previous marketing; ample markets for expansion. |
450 |
|
| Service 2 |
Small City |
A thriving company with the owner looking for new investors more so than new owners. Local operations would merely be a satellite of main operations elsewhere in the state. |
514 |
340 |
| Tank 3 |
Rural |
The owner maintained he had rebuffed interest from private equity firms. Claiming $3M in annual revenue with ample growth prospects. |
460 |
340 |
| Waste 1 |
Rural |
The deal emerged late in G.F.’s timeline and probably would have gotten much more interest had it been vetted earlier. |
525 |
340 |