Acquisition criteria
What I look for in a business.
I'm not a fund, a roll-up, or a broker. I'm one person who buys businesses I believe in and runs them with care. Here's exactly what that means.
Deal size
The numbers I work with.
Annual revenue
$500K – $5M
EBITDA / owner earnings
$150K – $1.5M
These are guidelines, not hard rules. If your business sits outside these ranges but you think there's a fit, I'm still happy to have a conversation.
Industries
Where I focus.
I'm generalist by nature — I care more about the quality of the business than the sector it's in. That said, I'm drawn to businesses with recurring customers, strong word-of-mouth, and a clear reason to exist.
Trade and field services
Plumbing, electrical, HVAC, landscaping, cleaning — businesses built on skilled labour and repeat customers.
Professional services
Accounting, bookkeeping, consulting, legal support — businesses where trust and relationships are the product.
Niche B2B services
Specialised suppliers, maintenance contracts, managed services — businesses with sticky clients and predictable revenue.
Healthcare-adjacent
Allied health, aged care support, disability services — businesses doing meaningful work in growing sectors.
Other
If your business doesn't fit neatly into a category but it's profitable, well-run, and has a loyal customer base — reach out.
What I look for
Beyond the numbers.
Loyal customers
Repeat business, long-term relationships, and low churn. If your customers keep coming back, that tells me everything.
Good people
A team that knows what they're doing and doesn't need the owner in the room for every decision.
Clean operations
Basic systems, clear processes, and financials I can understand. It doesn't need to be perfect — just honest.
A real reason to exist
Businesses that solve a genuine problem for real customers. Not a lifestyle business, not a side hustle — something with substance.
Owner ready to transition
You don't have to disappear overnight. But you should be ready to hand over the keys over time — and feel good about who you're handing them to.
A good business is one where customers come back, staff stay, and the owner can take a holiday.
— Brendan Doman
The process
How it works.
I keep things simple. No brokers, no drawn-out processes, no surprises. Here's what a typical conversation looks like.
01
First conversation
We talk. You tell me about your business — what it does, how it runs, why you're thinking about selling. No pressure, no NDAs on day one.
02
Initial review
If there's a fit, I'll ask for some basic financials — a few years of P&Ls and a sense of how the business operates. I move quickly and respect your time.
03
Offer and terms
If the numbers work and I believe in the business, I'll put forward a clear, written offer. No games, no lowballing — a fair price for something worth buying.
04
Due diligence
A focused, time-limited process. I'm not trying to find reasons to walk away — I'm trying to understand what I'm buying so I can run it well.
05
Settlement and transition
We agree on a handover period that works for both of us. I want to learn from you — and I want your customers and staff to feel the continuity.
Think there might be a fit?
The best way to find out is a conversation. No commitment, no pressure — just an honest discussion about your business and what comes next.
Start a conversation