Route density. Recurring contracts. Crew structure. These aren't buzzwords to us — they're how we evaluate every facility services business we look at. If your customers depend on you showing up week after week, you deserve a buyer who understands that.
Property and facility services businesses are the connective tissue of every commercial market. We partner with operators across these sub-categories:
multi-site, route-based service
water, fire, mold, storm response
when paired with diversified services, not stand alone
power washing, building envelope, painting, landscaping
Most acquirers look at facility services businesses as recurring-revenue machines. We look at them as crew-and-route operations where service quality lives or dies on whether the same techs show up on the same routes every week. That distinction shapes how we evaluate every deal.
Facility services contracts run for years. Capital that has to exit in five doesn't match. We're privately held with no fund timeline — which means we can invest in equipment, vehicles, and crew development at the pace these businesses actually need.
B2B customers stick with vendors they trust. We acquire facility services businesses to operate under their existing brand — customer relationships, service contracts, and account histories stay where they are. No forced rebranding, no contract renegotiations driven by ownership change.
While we build our portfolio in this vertical, here's the kind of property and facility services business and owner we're built to partner with — representative profiles, not actual acquisitions.
Being clear about what we don't do saves everyone time. We don't typically acquire:
Most process questions come up in the first conversation, but a few we hear often enough to answer here. If you don't see yours, ask us directly.
Not typically. Pure janitorial without diversified services tends to operate on margins too thin for our model. We acquire facility services businesses that combine janitorial with maintenance, exteriors, or specialty services — diversified portfolios with stronger margins and stickier customer relationships.
We typically look for 60% or higher recurring revenue. Below that, the business is more project-driven, which changes the deal economics and the operating model. We'd still talk — but the structure of the deal will reflect the revenue mix
We're concentrated in the Mid-Atlantic and Southeast today. We don't impose a multi-market consolidation model on acquired businesses — each operates under its own brand in its own market with its own customer base.
A confidential conversation about your business and what comes next. We'll skip the slides and the financial-buyer questions you've heard a hundred times.