White Glove Acquisitions buys profitable manufacturing, warehousing, logistics and transportation businesses, and treats the sale, your people and your legacy with the care they deserve.
Partners on every call. You speak with the people who decide, and who stay involved after closing.
Not brokers, not intermediaries. The partners you meet are the people who buy your company.
We have built companies, and sold one. We know what a business takes, and what a sale feels like from your side.
An established network of U.S. lenders, brought in early so financing moves with the deal.
Selling a company happens once. We hold ourselves to five commitments, from the first call through the last day of the transition, and we will put them in writing.
White Glove Acquisitions LLCYour name, your numbers and the fact that you are talking to us go nowhere without your say-so. We sign an NDA before we ask for anything sensitive.
Price, structure and terms set out in plain English, delivered promptly once we have reviewed your information. No vague ranges that shift later.
If diligence confirms what you have told us, the terms in our letter hold. We do not renegotiate for sport.
Your employees, your customers and your reputation are the business. We plan around them, not past them.
How long you would like to stay involved, how your team and customers hear the news, and how the handover runs, agreed together before we close.
If your company is close to these guidelines, we would still like to hear from you. A short conversation will tell us both quickly whether there is a fit.
Our initial focus. Larger opportunities considered case by case.
Consistent, documented profitability over recent years.
Valuations typically 2x – 3x EBITDA or SDE, depending on quality and growth.
Fabrication, contract and specialty manufacturers with repeat customers, skilled teams and equipment that is well maintained.
Storage, fulfilment and distribution operations with long-standing client relationships.
Freight, third-party logistics and supply-chain service companies with dependable customers.
Regional carriers and specialized hauling with a safety record and drivers who stay.
Strong, profitable businesses outside these sectors are welcome. Tell us about yours.
One of our partners founded, built and sold his own company, so we understand the process from your side: the waiting, the questions and what an owner needs from a buyer.
You speak with the people who decide, and who stay involved after closing.
We work with an established network of U.S. lenders, and financing conversations begin early so they move in step with the transaction.
If diligence confirms what you have shared, the terms in our letter of intent stand.
We plan the announcement and the handover with you, so the people who built the company with you are looked after.
No surprises about what happens next. These are typical ranges for a company of this size. Every step moves at a pace you are comfortable with, and you can stop at any point before closing.
A private conversation about you and the company. No documents needed.
A mutual non-disclosure agreement before any financials change hands.
Financials, operations and a visit to see the business in person.
An indication of interest, then a written letter of intent.
Financial, legal and lender review, coordinated to limit disruption.
Final agreements are signed and ownership transfers.
A handover paced with you, your team and your customers.
Timelines depend on how quickly records are available, third-party reports and lender underwriting. We will tell you early if anything is likely to take longer.
Builders, a seller and a deal-maker. Between us we have started companies, run them, sold one, and built the lender relationships that acquisitions depend on.
Paul Sinclair has been building and running businesses since 1995, when he launched his first online company. He has since sold more than $30 million of products on Amazon, been a guest speaker at conferences of about 3,500 Amazon sellers, and created one of the first courses on sourcing products from China, at a time when few knew how. He brings an operator's view to every acquisition: he knows what it takes to build a business, because he has done it.
Scott Thompson founded Lifematters in 2004 and built it into one of the largest private-pay home care companies in the United States, serving Maryland, Virginia and Washington, DC, with about 1,500 W-2 nurses and care managers. The company specialized in care for people living with Alzheimer's, ALS and Parkinson's, grew every year, and earned numerous best-home-care and entrepreneurial awards. After years of interest from private equity firms and larger home health companies, Scott sold Lifematters to Home Care Assistance in 2021. He has sat on the seller's side of the table, and he knows what an owner needs from a buyer.
Sebastian Amieva is an acquisitions advisor with an established network of U.S. lenders. He guides deal structure and financing, so that lender conversations begin early and move in step with each transaction.
Start with a private conversation. There is no obligation and nothing to prepare, and nobody, including your team, needs to know we have spoken.
We review every opportunity that meets our criteria, respect your engagement and process, and work through you, never around you.
We welcome conversations with lenders, capital partners and the advisors business owners trust: CPAs, attorneys and wealth managers.
We are a principal buyer. White Glove Acquisitions buys companies directly. We do not represent sellers and we do not charge owners a fee.
Not unless you decide they should. Conversations are confidential, and we agree with you when and how your team and customers are told.
That is your choice. Some owners prefer a short handover; others like to stay involved for longer. We agree on the transition plan together before closing.
Typically through a combination of senior debt arranged with our lender network, equity, and, where it suits both sides, a seller note. We explain the structure in the letter of intent.
Nothing beyond the short form below. Once we have both signed an NDA, we will ask for financial statements and tax returns for the past three years.
Tell us a little about the company. A partner will reply personally, usually within two business days.
Everything you send is confidential. Please don't attach financial statements here. We are glad to sign your NDA, or ours, before you share anything sensitive.