If your kids don’t want the business, your number two isn’t ready to buy it, and the PE shops keep emailing about “a roll-up,” there’s a path through this that respects what you built. Below is what we do, how we structure deals, and what changes for your team and customers after close.
Have a confidential conversationA roll-up is one buyer acquiring several similar small businesses over time and running them together under shared ownership.
For us, that means home-service operators in adjacent trades — HVAC, plumbing, electrical, roofing, landscaping — kept under their own names, with the original teams in place, sharing back-office tools and growth capital.
That’s it. One buyer, several deals over time, same approach each time. No corporate template parachuted into the field. No private-equity playbook written by someone who’s never been on a service call.
Not every business is a fit for what we do, and we’d rather tell you that fast than waste your time. Here’s the profile.
The structure should fit your situation — your tax picture, your timeline, how ready you actually are to walk away. We’ll talk through the trade-offs of each before any paper gets signed.
You sell the whole company at close. The wire hits. You stay engaged for a handover period — typically 60 to 180 days, depending on how much of the operation lives in your head versus your team's hands — and then you're done. Cleanest path. Most common.
You sell a majority stake — usually 70 to 85 percent — and keep real equity in the business going forward. Large cash payment at close, plus you participate in the upside if the company grows. Useful if you're not ready to leave entirely, or if you want to take chips off the table while staying involved. Stay one year or stay ten — your call.
You finance a portion of the purchase yourself. We pay part in cash at close, and the rest to you over time at an agreed interest rate. Sometimes this structure works better for your tax planning than a single big lump sum. Sometimes it lets us pay a higher headline number. Your CPA will have opinions — bring them in early, we'll work with them.
In a word: very little. Most of what changes is in the back office — accounting, financing, capital access. The truck-and-tools part stays the same.
Crews stay. General managers stay. Dispatchers, lead techs, the front-office person who's been with you twelve years — they stay. We don't bring in operating consultants to remake the culture. If someone on the team has been wanting more responsibility, that's a conversation. If everyone is good where they are, that's also a conversation.
They keep getting the same service, from the same trucks, on the same phone number. The name on the truck doesn't change unless you want it to. We don't move customer records into a new system the day after close. We don't email your customer list a corporate rebrand letter.
Most owner-operators built a name in their community over decades. We keep it. If your last name is the company, that's a feature — not a problem to be solved by a marketing consultant in week three.
You decide how long you stay involved. Sixty to one hundred eighty days is typical for a full sale. Longer if you've taken a partial exit. You teach us what you know. We don't pretend we already know it.
I’m Brayden Myers. I run Next Level Acquisitions out of Wichita. I’m forty years younger than most of the owners I talk to. I’ve operated small businesses myself and I’ve closed deals on my own capital. I’m not a PE associate working a list. I’m not a broker chasing a fee.
If you fill out the form below, your message comes to me directly. I read every one. I respond personally, usually within a business day. If we’re a fit, we’ll have a real conversation. If we’re not, I’ll tell you why and point you somewhere better.
Nothing on this form leaves the conversation between you and Brayden Myers. We don’t shop businesses to other PE shops. We don’t list inquiries on broker databases. We don’t reach out to your team or your competitors.