For Operators
For shop owners planning what comes next, and for operators buying a shop. Three ways in. Each stands alone.
Deal Screen.
You have a CIM, an LOI, or a shop you are thinking about selling or buying. I evaluate the business the way I would if my own money were going in, because if we go further, it will be. Add-backs rebuilt line by line. Owner dependency named precisely, including the quoting knowledge that in this industry is the margin itself. Customer concentration, debt service, equipment reality, and the questions the broker hopes nobody asks. You get a written verdict you can take to your lender, your investors, or your gut. Flat fee, credited in full if we partner on the deal.
Launch Partnership.
The full engagement, for one shop at a time. I invest at standard terms as a minority partner. I never take control and I never take twenty percent or more. I work the deal from LOI through close, and then I am in the building with you for the first ninety days: financial controls, customer and employee retention, quoting discipline, the operating rhythm that makes month four boring. The fee is deferred and paid out of the company's cash flow, because I only get paid well if you do.
Board & Growth.
After the ninety days, I move to your board or a formal advisory seat. Quarterly on site, monthly on the numbers, and there for the certification push, the add-on acquisition, or the exit when the time comes. Over time, partnered shops share what one shop alone cannot afford: quality and certification infrastructure, quoting discipline, introductions that fix customer concentration, and better prices for the metal coming off the machines.
What I am not: a roll-up, a broker, a lender, a course, or a passive check. I will not buy your shop, rename it, and fold it into a platform. I will not move the work or replace your people with a playbook. The value of a shop lives in its crew, its qualifications, and its quoting knowledge, and ownership changes that break those things are why machining roll-ups fail.
I make money three ways, and you will always know which one is operating: returns on capital I invest beside you, fees you agreed to in writing, and equity that vests over years.
If your business is outside precision manufacturing, I still take a small number of evaluations and partnerships a year on their merits. Write anyway.