Financing a Business Purchase

Most acquisitions of privately held businesses are not funded from a single source. The purchase price is usually assembled from some combination of the buyer's own capital, financing from a lender and, in many transactions, financing provided by the seller. Each source carries its own conditions, and the mix is negotiated rather than selected from a menu.

The sources that appear most often are these.

1. Buyer cash or equity. Capital the buyer contributes directly, which lenders generally expect to see in a financed transaction.
2. Conventional lender financing. Bank or non-bank lending without a government guarantee, underwritten on the borrower, the business and the collateral.
3. SBA-backed financing. Loans issued by participating lenders and partially guaranteed under a U.S. Small Business Administration program, where the borrower, the business and the transaction all meet program requirements.
4. Seller financing. Part of the price paid over time under a negotiated promissory note rather than in full at closing.
5. Combinations. Two or more of the above used together, which is common where no single source covers the whole transaction.

None of these is available for every transaction. Availability depends on the specific business, the specific buyer and what a lender or a seller is willing to agree to. Financing is one stage of the wider acquisition process described in buying a business. This article goes deep on that one stage.

Buyers often think about an acquisition as a price. Lenders and sellers think about it as a structure. The purchase price is the number at the top of the page. Underneath it sits the question of who provides each portion of the capital, on what terms, and in what order they are repaid.

No proportions are shown above because there are none that apply generally. The relative size of each layer is determined by the business, the lender, the program and the negotiation, and two transactions at the same price can be funded very differently.

Buyer equity is the capital the purchaser contributes directly. Even where lending covers most of the price, lenders generally expect the buyer to have meaningful capital at risk, and the amount contributed influences how the rest of the transaction can be structured.

How much is required varies with the lender's requirements, the structure of the transaction, the perceived risk, the performance and history of the business, the buyer's own profile, whether the seller is financing part of the price and the specific financing program in use. There is no single percentage that applies across transactions, and any figure quoted in the abstract should be confirmed with a lender against the actual deal.

Equity planning should also extend past the closing table. Closing costs, professional fees and the working capital needed in the first months after the transition all draw on the same funds. A buyer who commits every available dollar to the purchase price itself can end up owning a business with no operating cushion.

Conventional commercial financing means bank or non-bank lending without a government guarantee. Not every lender finances the acquisition of a privately held operating business, and those that do differ considerably in appetite by industry, transaction size and structure.

Where it is available, underwriting generally considers the cash flow of the business, the collateral supporting the loan, the creditworthiness of the borrower, the operating history of the business, the industry, the structure of the purchase and the lender's own portfolio preferences. Loan term, interest rate, amortization and covenants are set by the lender.

Conventional financing tends to fit transactions where the buyer contributes substantial equity and has established credit and financial strength, or where the business carries assets a lender can lend against, such as real estate or equipment. Approval is never automatic, and terms available at any given time depend on conditions the lender controls.

Certain business acquisitions may be financed through loan programs partially guaranteed by the U.S. Small Business Administration and issued through participating lenders. The SBA does not lend directly. The lender underwrites the loan, and applies both its own credit standards and the requirements of the program being used.

Because eligibility rules address the borrower, the business and the way the transaction is structured, this financing is not available for every acquisition. Lenders generally look at the buyer's background and financial position, the earnings history of the business being acquired, the amount of equity the buyer is contributing and whether the business can reasonably support the debt after closing. Personal guarantees from owners above a defined threshold are a common feature of these programs, and collateral may be taken where it is available. Program rules for the most commonly used option are published by the SBA 7(a) loan program, and the broader menu of SBA loan programs is a useful starting point for comparing eligibility and structure.

Terms, rates, fees, equity requirements, guarantor rules and eligibility criteria are set by the lender and the applicable program, and they change over time. This article deliberately does not quote them. Confirm current requirements directly with a participating lender rather than relying on general figures found online, including figures published by brokerages.

Where an SBA-backed loan is used, closing conditions can be extensive. They may involve a valuation or appraisal, lease documentation including landlord agreements, confirmation of the seller's role after closing, verification of the buyer's equity injection and specific requirements attached to any seller note. Those conditions belong in the transaction timeline from the beginning rather than being discovered close to closing.

Seller financing means the seller agrees to receive some or all of the purchase price over time instead of receiving the entire amount at closing. It is a structuring decision rather than a concession. The seller is not necessarily accepting less. The seller is accepting a different timing and a different set of terms for part of what is owed, usually with interest attached to the financed portion.

The obligation is documented through a promissory note and the related transaction documents. The terms are negotiated rather than standard, and they should be drafted and reviewed by an attorney.

Points normally negotiated in a seller note include the following.

• The principal amount financed and how it relates to the rest of the capital structure
• Interest rate and how interest accrues
• Amortization, payment frequency and maturity
• Any balloon payment and when it falls due
• Security, collateral and lien position
• Subordination to a senior lender where one is involved
• Personal or corporate guarantees where the parties agree to them
• Default provisions and remedies
• Any restrictions imposed by a lender financing the balance

Depending on the transaction and the agreement between the parties, seller financing may cover only a portion of the purchase price or, in some cases, the entire purchase price. The larger the financed portion, the more credit risk the seller carries after closing, and the more attention the note terms, the security and the buyer's financial strength deserve.

A seller note can also be structured so that payments are calculated over one amortization period while the remaining balance becomes due at an earlier maturity date, leaving a balloon payment at the end. That is one possible structure among several rather than a standard one, and it changes the risk for both sides. Nothing requires a seller to finance any part of a price. Whether it is available, and on what terms, is part of the negotiation, and it is better raised as part of the offer than after an agreement is in place.

A transaction can make sense strategically and still fail economically. The buyer may see real value in the business and the seller may have a purchase price that is reasonable for what is being sold, yet funding the entire amount at closing can create debt service the business cannot comfortably carry, or require more cash than the buyer can responsibly commit. That is a structure problem rather than a value problem.

Seller financing can sometimes solve it. By moving part of the consideration into a note repaid after closing, the seller can receive an acceptable overall purchase price while the buyer receives payment terms the business can realistically support. Neither side is being asked to abandon its objective. The timing and terms of payment are doing the work that the headline price alone cannot.

Reasons a seller note is used in this way include the following.

• Reduce the cash the buyer must produce at closing
• Reduce the amount of third-party debt required
• Improve monthly debt service relative to the cash the business generates
• Bridge differences in transaction structure between the parties
• Give the buyer payment terms that are more manageable in the first years of ownership
• Allow the seller to receive interest on the financed portion
• Help preserve an agreed purchase price where the structure is otherwise difficult

Two limits belong beside all of that. Seller financing does not repair an unreasonable valuation, and it should not be treated as a way to justify a price the business cannot support. It also is not free money. The financed portion is debt, and the buyer still owes principal, interest and the agreed payments regardless of how the business performs. The transaction still has to make economic sense on its own terms.

Buyers and sellers often negotiate as though the headline purchase price is the whole deal. It is not. Two transactions at the same price can produce very different outcomes for both parties depending on how the payment is arranged.

The economics of a transaction are also shaped by the following.

• Cash paid at closing
• Interest rate on financed portions
• Amortization schedule
• Maturity of any note
• Any balloon payment
• Size of the seller note
• Amount and terms of third-party financing
• Working capital delivered or required after closing
• Total debt service the business must carry

A seller may be focused on achieving a particular purchase price, while a buyer may be focused on whether the business can support the required payments. Seller financing can sometimes allow both objectives to coexist by changing the timing and terms of payment rather than simply reducing the headline price.

This is also where economic feasibility becomes concrete. If the debt required to fund an all-cash closing produces payments the business cannot comfortably absorb, changing the financing mix may produce a workable structure by extending payment timing, adjusting amortization, altering the rate on part of the consideration, reducing third-party debt, reducing cash at closing or lowering near-term debt service. Restructuring does not always solve the problem. Where the underlying earnings do not support the price at all, no arrangement of terms fixes that.

The following uses round numbers only to show how a seller-financed structure fits together. It is not a representation of typical terms and it is not Supreme Capital's standard structure.

In this illustration the seller receives half of the purchase price at closing and finances the remaining half through a seller note. The buyer makes payments over the agreed five-year term, including interest on the financed balance.

This is only one possible structure. A business acquisition can be partially seller financed, substantially seller financed, fully seller financed, or funded through a combination of buyer equity, bank or SBA-backed financing and a seller note. For illustration only. Actual terms vary by transaction, and neither the 50 percent financed portion, the 7 percent rate nor the five-year term should be read as a market standard.

A seller weighing whether to finance part of the price is weighing structure against risk. Reasons a seller may consider it include the following.

• Preserve an acceptable overall purchase price
• Make the economics more workable for a credible buyer
• Expand the number of ways a transaction can be structured
• Receive interest on the financed portion
• Spread receipt of eligible sale proceeds over time
• Potentially defer recognition of certain eligible taxable gain through installment-sale treatment
• Help complete a transaction that may not close under an all-cash or fully bank-financed structure

None of these outcomes is guaranteed. Each depends on the buyer, the note terms, the performance of the business after closing and, in the case of tax treatment, on facts specific to the seller and the deal.

For a buyer, a seller note changes the shape of the capital required and the obligations that follow closing. Reasons a buyer may pursue it include the following.

• Lower cash required at closing
• Reduced reliance on third-party debt
• More flexibility in how the transaction is structured
• Payment terms that are more manageable in the early years of ownership
• Preserved liquidity after closing
• Additional working capital flexibility
• A way to bridge the difference between the purchase price and the financing otherwise available

A seller note does not make a poor acquisition affordable. It changes when and how the price is paid. If the business cannot service the obligations created by the structure, the structure is the wrong one regardless of who is providing the financing.

Financing part of the price means the seller does not receive all of the consideration at closing. Until the note is repaid, the seller remains exposed to the transaction. The risks generally include the following.

• Buyer default on the note
• Delayed or irregular payments
• Underperformance of the business after closing
• Collateral that may be worth less than expected if it must be relied on
• Subordination to a senior lender
• Cost and time of enforcement
• Dependence on the buyer's operating performance
• Balloon-payment risk where the note is structured that way

Before agreeing to finance any portion of the price, a seller should evaluate the following.

• The buyer's financial strength and liquidity
• The buyer's relevant operating experience
• Collateral and security supporting the note
• Guarantees offered
• The note terms as a whole, including rate, amortization and maturity
• Requirements imposed by any senior lender
• The quality of the legal documentation

These are decisions to make with an attorney and a tax professional involved, not on the strength of general guidance.

A seller note is real debt with real consequences. A buyer evaluating one should look closely at the following.

• Monthly debt service created by the note
• Total interest cost over the life of the note
• Any balloon payment and how it would be funded
• Personal guarantees requested
• Collateral pledged and the lien position attached to it
• Default provisions and remedies available to the seller
• Working capital remaining after closing
• How the note interacts with senior lender debt
• The cash flow the business must generate to service everything at once

Favorable terms can improve the economics of an acquisition materially. They do not remove the obligation. The note should be reviewed by counsel and modeled against realistic post-closing cash flow before it is agreed.

It may defer recognition of certain eligible gain. That is a narrower statement than the one often made, and the distinction matters.

Under the federal installment-sale rules described by the IRS, a transaction in which at least one payment is received after the tax year of the sale may allow eligible gain to be recognized as principal payments are received rather than entirely in the year of closing. For a seller financing part of the price, that can spread recognition of eligible gain across several years instead of concentrating it in one.

The qualifications are substantial.

• Not every component of a business sale qualifies for installment reporting
• Depreciation recapture generally must be recognized in the year of sale
• Inventory generally cannot be reported under the installment method
• Interest received on the seller note is taxed separately as interest income
• The allocation of the purchase price among the assets sold affects the entire analysis

Seller financing does not avoid tax, and it does not defer all of it. What it can do, where the transaction qualifies, is change when certain eligible gain is recognized. For a deeper explanation of installment treatment, purchase price allocation, depreciation recapture and other tax considerations, see our guide to taxes when selling a business. We are a business brokerage and not a tax advisor. The treatment of any specific transaction should be confirmed with a qualified tax professional before terms are agreed.

Yes, depending on the transaction and the lender's requirements. Many acquisitions use more than one source of capital together, with buyer equity alongside lender financing and a seller note covering a portion of the balance. The conceptual arithmetic is simple even when the negotiation is not.

Where a lender funds part of the price, the seller note usually comes with conditions attached. Depending on the lender, the program and the transaction, those conditions may address subordination to the senior loan, restrictions on payments during a defined period, standby requirements, lender approval of the note terms and lien position. Those requirements are set by the lender rather than by the parties, so the note is best discussed with the lender before terms are fixed between buyer and seller.

The mix is transaction specific. A business with strong collateral and consistent earnings may support more lender financing. A business whose value sits mainly in relationships and cash flow may require more buyer equity, more seller participation, or both. What matters is that the total covers the price and that the resulting payment obligations are something the business can actually carry.

The following uses round numbers purely to show how the pieces fit together. It is not a representation of typical terms, and it is not a structure available to any particular buyer.

This is only an illustration. Actual financing structures vary substantially based on the business, the buyer, the lender, the transaction and the seller. The numbers above should not be read as a standard allocation, a benchmark or an indication of what any lender would approve. Note also that the total shown covers the price alone, and that closing costs and working capital sit outside it.

Financing is ultimately constrained not by what a buyer wants to borrow but by what the business can repay. A lender is asking whether the cash the business generates, after the owner is paid and the operation is funded, is sufficient to service the proposed debt with room to absorb a weaker period.

The elements that shape that judgment usually include the following.

• Historical cash flow and how consistent it has been
• Normalized earnings and the support behind any adjustments
• The debt service created by the proposed structure
• The compensation the new owner expects to draw
• Working capital the operation requires to run
• Capital expenditure the business cannot defer
• Concentration, cyclicality and other risks specific to the business

Lenders apply their own coverage standards to this analysis, and those standards differ by lender, program and industry. Nothing here is a substitute for running the actual numbers with an accountant and a lender against a specific business.

Lenders weigh these differently, and no two credit processes are identical. Still, the information requested tends to fall into a recognizable set.

• Historical financial statements and filed tax returns
• Normalized earnings and the evidence behind add-backs
• Debt service under the proposed structure
• Buyer creditworthiness and financial position
• Buyer experience relevant to the business
• Industry risk and the business's operating history
• Collateral available to secure the loan
• The structure of the transaction and the purchase agreement
• Any seller financing and the terms attached to it
• The equity the buyer is contributing
• The buyer's liquidity after closing
• The commercial lease and its remaining term

“A lender is underwriting two things at once: the business that will repay the loan and the person who will run it.”

The business does not carry the application on its own. Where a buyer is borrowing, the lender is also assessing whether that individual is a credible operator and a credible borrower.

Considerations commonly include the buyer's credit profile, available liquidity before and after closing, relevant industry or management experience, demonstrated capability to run an operation of that size, overall personal financial strength, the equity available to contribute and any existing obligations that compete for the same cash. What a specific lender requires is a matter for that lender, and requirements should not be assumed from general descriptions.

Lenders generally need confidence that the business can support the proposed debt. That confidence comes from the record rather than from projections, and the quality of the record matters as much as the result it shows.

Areas usually examined include the earnings history, the consistency of revenue, normalized cash flow, the degree of customer concentration, how dependent the operation is on the current owner, capital expenditure requirements, working capital needs and the direction of recent trends. Where the business has been valued, the assumptions behind that value tend to surface here as well. The methodology behind those assumptions is covered in the business valuation guide.

Privately held businesses are commonly presented on normalized earnings rather than reported net income, usually Seller's Discretionary Earnings for owner operated companies and EBITDA where a management team is in place. Normalization removes owner specific, discretionary and non-recurring items so that the ongoing economics of the business are visible.

A buyer, a seller, a broker, a valuation professional and a lender can look at the same adjustment schedule and reach different conclusions. A lender is generally the most conservative reader in the room, because it is lending against the result. Adjustments that cannot be traced to documentation, or that describe costs the new owner will still incur, are likely to be discounted. That does not make the seller's schedule wrong, but it does mean the earnings a lender underwrites may be lower than the earnings a listing presents.

Because those earnings drive both value and debt capacity, the two questions move together. How multiples are applied to normalized earnings is covered in valuation multiples explained.

A seller note does not sit beside a bank loan without interacting with it. Where a lender is funding part of the price, that lender generally has a view on how any other obligation in the structure is treated.

Depending on the lender, the program and the transaction, conditions may address subordination of the seller note to the senior loan, restrictions on payments during a defined period, standby requirements, the maturity of the note relative to the loan term, lien position and whether the lender must approve the note terms at all. These conditions come from the lender, not from the seller, and they change what the seller is actually agreeing to receive and when.

For that reason, seller financing is best discussed with the lender before terms are fixed between buyer and seller. A note negotiated in isolation and then reshaped by a lender late in the process is a common source of friction.

Buyers frequently plan against the purchase price and are surprised by everything that sits around it. The capital a transaction requires is wider than the number in the agreement.

Some lenders will finance part of what sits below the price line and some will not. That is a question to raise early, because the answer changes how much cash a buyer needs to have available on the day of closing.

A business does not pause while a new owner settles in. Payroll runs, rent falls due, suppliers expect payment and customers pay on their own schedule. Whether working capital transfers with the business, and how much, is a term of the transaction rather than an assumption.

Costs that commonly draw on capital in the period after closing include the following.

• Payroll and payroll taxes
• Inventory and supplier payments
• Rent, utilities and deposits
• Insurance and bonding where required
• General operating expenses through the collection cycle
• Marketing and customer retention activity
• Repairs, maintenance and deferred capital expenditure
• Unexpected costs that appear in any transition

There is no universal amount. The requirement depends on the business, its receivable and payable cycles, its inventory position and the season in which the transaction closes.

Acquisition financing may not cover every cost associated with completing a transaction. Depending on the deal, costs can include lender fees, legal fees, accounting and diligence expenses, an appraisal or valuation where the lender requires one, insurance, licensing or transfer costs, escrow or closing service fees, and deposits payable to landlords or suppliers.

Amounts vary widely with the size and complexity of the transaction, and estimating them properly is a conversation with the attorney, accountant and lender involved rather than a figure to take from an article.

Where a transaction depends on financing, purchase agreements commonly address that dependence through a financing contingency. In general terms, such a provision describes the financing the buyer is pursuing, the period allowed to obtain it and what happens if it is not obtained on the terms described.

The specifics matter enormously and vary between agreements. Whether a buyer may terminate, whether a deposit is returned, what effort the buyer must show and what documentation is required all depend on the drafting. A buyer should not assume a right to cancel if financing falls through. This is a provision to review with a transaction attorney before signing.

Financing is not only a funding mechanism. It shapes the offer itself, including the closing timeline, the deposit, the contingencies, whether seller financing forms part of the price, how the purchase is structured, how due diligence is sequenced and which lender conditions must be satisfied before funding.

It also affects how an offer is received. A buyer who has spoken with a lender, understands the equity required and can explain the intended structure presents differently from one who has not. That is a matter of credibility and closing certainty rather than a claim that financed offers are weaker or that cash offers are always preferred. Sellers weigh price, terms, timing and the likelihood of completion together.

Lender underwriting and buyer due diligence run in parallel and draw on much of the same material. Tax returns, financial statements, the purchase agreement, existing business debt, payroll records, lease documents, customer information where appropriate and the seller's add-back schedule tend to be requested by both.

The practical consequence is that a weakness discovered in one process usually appears in the other. Earnings that cannot be supported affect both the buyer's view of value and the amount a lender is prepared to advance. Running the two on a coordinated timeline, with one organized set of documents, avoids duplicated requests and reduces the chance of a late surprise. The buyer side review itself is covered in due diligence when buying a business.

Potentially, yes. Seller financing is negotiated between the buyer and the seller, and it may be used alongside lender financing or, where the parties agree to it, as the principal source of financing.

A seller may consider it in order to bridge a gap between price expectations and available funding, to make a transaction feasible where lending alone does not cover it, or to participate in payments over time. A seller weighing it will also be considering the risk of not being repaid, the buyer's ability to operate the business, what security or collateral supports the note, whether personal guarantees are offered, whether a senior lender will subordinate or restrict payments, and how long the exposure lasts.

A buyer approaching the conversation with a clear operating plan and a credible financial position is in a better position than one who treats seller financing as a way to compensate for having neither.

Financing an entire purchase price without buyer capital is difficult, and it should not be assumed as a starting point. Lenders generally want the buyer to have capital at risk, and buyer equity is commonly an important component of financed acquisitions.

Whether any structure reduces the cash a buyer brings to closing depends on the lender, the program, the buyer's profile, the business, the collateral available, the seller's willingness to finance part of the price and the structure of the transaction. Even where the price itself is heavily financed, closing costs and working capital still require funds.

Marketing language promising acquisitions with no money down is not a description of how most transactions are financed. Treat it accordingly.

This is the practical question underneath every financing structure. After the business pays its operating expenses and the new owner takes reasonable compensation, is there enough left to make the loan payments and still fund the business.

Working through it means looking at normalized earnings rather than headline revenue, subtracting the compensation the owner actually needs, allowing for working capital and recurring capital expenditure, and then comparing what remains with the annual debt service the proposed structure creates. A structure that leaves nothing between cash flow and payments is fragile, because businesses have slower quarters.

An accountant familiar with the industry is the right person to test this against real figures, and a lender will do its own version of the same exercise.

Financing more often stalls than collapses, but both happen. The issues raised most frequently include the following.

• Cash flow that is weak, declining or inconsistent
• Add-backs that cannot be supported with documentation
• Buyer credit or liquidity issues
• Insufficient buyer equity for the structure proposed
• Unresolved tax, legal or licensing matters
• Lender concerns about the industry or the concentration of revenue
• A valuation or appraisal that does not support the price
• Lease terms, assignment issues or landlord consent
• Seller note terms that conflict with lender requirements
• Incomplete or disorganized documentation
• Business performance changing between offer and closing
• Closing conditions that are not satisfied in time

None of these automatically ends a transaction. Depending on the deal they may produce a delay, an additional condition, a change in structure, a revised price or a declined application. Most are easier to address when they surface early, which is one reason organized records matter to a buyer as much as to a seller.

There is no reliable universal timeline, and any figure quoted without reference to a specific transaction should be treated cautiously.

Timing depends on the type of financing, the lender and its internal process, the quality and completeness of the documentation provided, how quickly the buyer and seller respond to requests, the complexity of the business, whether an appraisal or valuation is required, lease matters requiring third party consent, the progress of due diligence, the underwriting process itself and the conditions that must be satisfied before funding. Delays usually come from missing information rather than from the lending decision.

Formal approval is not always required before an offer, and expectations differ by transaction. Even so, a conversation with a lender early tends to be useful.

Understanding financing capacity in advance helps a buyer set realistic acquisition criteria, understand the equity likely to be required, evaluate what is genuinely affordable, structure an offer that can be funded as written and avoid spending months on a transaction that was never financeable in the form contemplated. It also shortens the process later, because much of the information a lender will request has already been assembled.

Requests vary by lender and program, and no single list applies universally. The examples below indicate what is commonly requested rather than what every lender requires.

Business

• Filed tax returns for the periods requested
• Profit and loss statements and balance sheets
• A debt schedule for existing business obligations
• Payroll records and employee cost detail
• Background on the business and its operating history
• The purchase agreement or letter of intent
• Lease documentation and any assignment terms
• Supporting records behind claimed add-backs

Buyer

• A personal financial statement
• Credit information and authorization
• A resume or summary of relevant experience
• Evidence of liquidity and the source of the equity contribution
• Personal tax returns where required
• Other information the lender requests during underwriting

The following summarizes the areas discussed above in review format. It is general and illustrative rather than a complete list for any particular transaction, and the items that apply depend on the business, the buyer, the lender and the structure being negotiated.

The financing concepts above are not local. What tends to be local is execution. Buyers acquiring a New York City business commonly work with lenders active in this market, and familiarity with the industries that dominate here can shorten an underwriting conversation considerably.

Commercial leases deserve particular attention. Many New York City businesses operate from leased premises where the lease is a material part of what is being acquired, and lenders financing an acquisition frequently require a remaining lease term consistent with the loan, along with landlord consent to assignment. Securing that consent can take longer than buyers expect and is worth starting early.

Entity formation, licensing and transfer requirements are governed at the state level in New York, where entity records can be reviewed through Sunbiz, the New York Division of Corporations, and tax registration is handled through the New York State Department of Taxation and Finance. Certain regulated industries add their own approval steps before a transaction can complete. Those steps belong on the financing timeline rather than beside it. Local counsel, an accountant familiar with New York requirements and closing professionals who work on business transactions regularly are the practical answer here.

If you are considering buying a business in New York City, Supreme Capital Business Brokers New York City can help you evaluate the opportunity, understand the transaction structure and coordinate the acquisition process from offer through due diligence and closing, alongside the lender, accountant and attorney involved. We are a business brokerage. We do not lend, approve financing or issue loan commitments. What a broker contributes is described in what is a business broker.

To discuss an acquisition confidentially, use the form below or reach us through the contact page.