Growth capital
We take equity stakes in roofing contractors and in the businesses that sell into them. You keep running your company. That is a different offer from every roll-up currently calling you.
We take an equity stake. We are not buying your business out from under you, and there is no version of this where you hand over the keys and walk out on a Friday. If a full exit is what you want, we are the wrong call and we will say so early.
The person who built the business is usually the person who should keep operating it. Our job is capital, systems and demand. Yours is the crew, the customer and the calls that need somebody who knows the market.
Most owners asking about this want the same two things: some money off the table, and a partner for the part they cannot fund alone. That is precisely what an equity stake does, and it is why it beats a loan on one side and a sale on the other.
A buyer is finished the day the wire clears. A partner is not. Our return depends on the business being worth more in five years than it is today, which is the same thing you want.
Roll-ups buy companies. We buy into them.
The platforms calling your office are assembling something to sell on, and the number they pay reflects what your company is worth to that plan. We are buying a share of a business we expect to still hold when your crew has been with you another ten years. Those are different offers, and the second one should not be judged only on the headline figure.
Residential and commercial. Established, profitable, with a crew and a book of work that does not depend on one person answering the phone. Storm-heavy and retail-heavy models both work here. We put capital into businesses that already function, not into turnarounds or startups.
This is the part most acquirers skip. Distribution and supply. Manufacturing and fabrication. Software and estimating tools. Claims and adjusting services. Staffing and labour. Equipment and fleet. Training. Accounting and back office. Finance and insurance products. If your revenue comes from roofing companies, the fact that you never touch a roof yourself is not a problem for us. It is the reason we are interested.
Owning the supply chain is the point.
A roofing company inside the group buys from the group. A supplier inside the group sells to it. Every business we add makes the others slightly cheaper to run, which is a real advantage rather than a synergy slide.
We are not looking for a project. We are looking for a crew that shows up, a book of work that renews, and an owner who wants a partner rather than an exit at any price.
We are the wrong call for pre-revenue businesses, for lenders rather than partners, for auctions run to the highest bidder, and for anything that has to close in under thirty days.
No auction, no bank process, and nothing your crew needs to know about until you decide to tell them.
What you built, what you want out of it, and whether you are stepping back, stepping out, or taking risk off the table. No documents needed for this part.
Three years of financials and a look at how work comes in. We come back with what we think it is worth and how we got there.
How much of the business, what you keep, what changes on day one, and your role after. Most of the real negotiation happens here.
Diligence and legal, then our sales, marketing and operations teams start work inside the business. That part is not optional and it is not a slide.