From processing and manufacturing to production and distribution, we’ll give you the advice you need to maximize the value of your company when it comes time to sell.
Morgan & Westfield serves as a trusted partner to plumbing and HVAC businesses, mechanical and commercial contractors, and other home service enterprises looking to sell.
What’s it like to be on both sides of the table, as the hunter (the acquirer) and the hunted (the acquired), in an M&A transaction? In this show, we talk with private equity specialist Jim Evanger in a deep dive into the process of selling your company, viewing it from two sides. We cover preparing your company for sale, handling the initial negotiations and the letter of intent, conducting due diligence, the closing process, determining the transaction structure, and managing the integration process – all from the perspective of both the buyer and the seller.
The funnel is critical if you’re the hunter (acquirer). You’re constantly filling the funnel with as much lead flow as you can. Hunting is primarily a numbers game, not an emotional process, while selling a business is an emotional process.
Acquirers use an acquisition scorecard to rate the attractiveness and fit of a potential acquisition.
Total addressable market (TAM) is an important criteria for private equity (PE) firms.
Operating Partner and Interim CEO for PE-owned businesses
Jim Evanger has had a diverse leadership career, having built executive teams in Fortune 100, middle market, and entrepreneurial start-up businesses. His industry experience spans healthcare, retail, franchising, light manufacturing, and private equity. Most recently, Jim has been a Private Equity Operating Partner and Interim CEO for PE-owned businesses ranging in size between $5 million to $100 million.
Jim came up through the ranks at Merck & Co., beginning as a sales professional and later as a manager, building a team across 33 states and Canada. After almost 10 years in corporate America, Jim launched his first business that franchised itself to 14 states across the US. After selling that franchise business, he built and led high-performing teams in diverse small to mid-sized companies, some of which are private-equity owned. This experience helped propel Jim into various Operating Partner roles with firms such as Dubin Clark & Co. and Latticework Capital, where he sits on Boards and advises CEOs on strategy and execution.