Business Acquisition & Long-Term Ownership
A committed successor for one exceptional business.
I am seeking to acquire and personally lead one established company for the long term — building on what its owner, employees, and customers have already created.
Personal leadership · Long-term ownership · Flexible transition
Ammon Hasson
Principal & future operator
The model
One company. Full commitment.
This is not a fund, a portfolio strategy, or a brokerage. It is one person committing his career to the continued success of one business — yours, if it is the right fit.
01
Personally operated
I intend to take an active leadership role in the business following the transition. This is not a passive investment — it is the company I plan to run.
02
Long-term perspective
The goal is to build on an already successful foundation over the long term — not to assemble a portfolio of companies or position the business for a quick resale.
03
Owner-centered transition
Transition timing and structure should reflect the seller's objectives and what is best for the business — whether that means a clean handoff or a longer overlap.
The buyer
Meet the person who will lead the business.
I am an individual entrepreneur searching for one established U.S. business to acquire and personally operate. My background spans corporate development, lower-middle-market investing, entrepreneurship, and U.S. military service — and I am applying all of it to a single goal: becoming the committed, long-term owner of one exceptional company.
- Corporate development
- Lower-middle-market investing
- Entrepreneurship
- U.S. military service
Admitted to Harvard Business School
Acquisition criteria
What I am looking for
A clear buy box makes conversations efficient for everyone. In brief:
Size
Generally $750K–$2M in EBITDA, with a center of gravity around $1M in annual earnings.
Business quality
An established operating history, a loyal customer base, and a healthy team — a business that works because it is genuinely good at what it does.
Revenue character
Recurring, repeat, contractual, or otherwise durable revenue, with consistent cash generation and reasonable capital requirements.
Ownership situation
Retirement, succession without a family successor, a desire for liquidity or reduced involvement — or simply wanting a thoughtful next owner.
Geography
The Carolinas, Tennessee, and select attractive U.S. markets — with flexibility for exceptional businesses elsewhere.
Industry
Reasonably flexible, with a preference for durable B2B, essential, technical, and niche services, plus select light industrial and specialty businesses.
These are guidelines, not rigid rules. Exceptional businesses do not always fit neatly into a checklist.
Ownership principles
What matters to me
How I intend to show up as an owner — written down, so you can hold me to it.
Preserve what works
A successful company does not need to be reinvented because ownership changes. My first job is to understand why the business wins — its customers, its people, its habits — before changing anything significant.
Take care of people
I view a strong team, customer relationships, and a healthy culture as assets to understand and protect — not costs to immediately eliminate. Companies are ultimately the people who show up every day.
Earn trust before changing things
New ownership is a change for everyone — employees, customers, suppliers. I intend to earn credibility through presence and consistency first, and to make improvements deliberately rather than dramatically.
Build for the long term
Decisions look different when you plan to own the outcome for years, not quarters. I intend to invest in the things that compound: people, service quality, customer trust, and durable operations.
For owners
Every owner eventually faces the same question: what comes next?
There is no single right answer — but there are better and worse successors. If any of these situations feel familiar, a quiet conversation may be worth an hour.
Retirement on your timeline
You have built something durable and want to step away with the company — and its people — in capable hands.
No family successor
The next generation has chosen a different path, and you would rather hand the company to a committed successor than wind it down or sell to a competitor.
Ready for liquidity, not indifferent
You want to convert years of work into financial security — but you still care what happens to the business, and may want to stay involved through a transition.
A new chapter is calling
Another venture, more time with family, or simply a different pace. Selling to an individual successor lets you move on without leaving the company adrift.
The process
A clear path from first conversation to closing
Every transaction is different, but the shape is consistent. You will always know where things stand and what comes next.
01
Confidential conversation
We talk — no obligation, no pressure. I want to understand the business and what you are trying to accomplish.
02
Initial review
We exchange high-level information under appropriate confidentiality so both sides can assess fit before going deeper.
03
Written proposal
If there is mutual interest, I put a proposal in writing: valuation framework, transaction structure, and transition expectations.
04
Diligence & financing
We complete confirmatory financial, legal, and operational work while I finalize financing — with clear communication throughout.
05
Closing & transition
We execute the transaction and begin the leadership transition we agreed on — at the pace that serves the business.
Timelines vary with the business and the seller's objectives — I will always be straightforward about pace and next steps.
Know your options
How an individual successor compares
Private equity firms and strategic acquirers are the right buyers for many businesses. This is an honest sketch of how the models tend to differ — so you can decide what fits yours.
| Dimension | Individual successor — my search | Traditional private equity | Strategic acquirer |
|---|---|---|---|
| Who leads the company after closing | The buyer personally — I intend to run the company day to day | Hired management, typically with board oversight | Absorbed into the acquirer's existing management |
| Acquisition focus | One company, chosen carefully | Multiple companies across a portfolio | Fit with the acquirer's existing operations |
| Typical ownership orientation | Long-term; no fund clock or planned resale | Commonly resold within a fund's time horizon | Long-term, as part of a larger organization |
| Transition flexibility | Shaped around the seller — from clean handoff to extended overlap | Structured around fund requirements | Usually standardized to the acquirer's playbook |
| Brand, name & culture | Intent to preserve and build on what already works | Varies by firm; often integrated into a broader strategy | Often consolidated under the acquirer's brand and systems |
Common questions
Answers, up front
If your question is not covered here, ask it directly — you will get a straight answer.
Do I need to be ready to sell immediately?
No. Many of the best conversations start a year or more before an owner is ready. Talking early costs nothing and helps you understand your options — there is no obligation at any point.
Will our conversation remain confidential?
Yes. Discretion is fundamental to this process. I am glad to sign a nondisclosure agreement before any sensitive information changes hands, and I will never contact your employees, customers, or competitors without your explicit permission.
Do I need a broker to talk to you?
No. Owners are welcome to contact me directly. If you already work with a broker or advisor, I am equally glad to work through them — I respect those relationships.
What happens to my employees?
I view a strong team as one of the most valuable things a business has. My intent is to understand and retain the people who make the company work. I cannot responsibly promise that nothing will ever change, but I can promise that people will be treated honestly and with respect.
Do I need to leave immediately after closing?
No — and in many cases I would prefer you didn't. Transition structure is flexible: some owners want a clean exit, others stay involved for months or longer. We design that together based on what the business needs and what you want.
How would the acquisition be financed?
For the right business, I work with experienced investors, lenders, and transaction advisors to structure an appropriately capitalized acquisition. Depending on the company, that may combine equity investment, senior debt, SBA-compatible financing, seller financing, and personal capital.
What information do you need initially?
Very little. A first conversation only requires a general sense of what the company does, its rough size, and your objectives. Detailed financial information comes later, under confidentiality, and only if we both want to continue.
What kinds of businesses are a fit?
Generally established, consistently profitable companies with roughly $750K–$2M in EBITDA — often B2B, essential, technical, or niche services — in the Carolinas, Tennessee, and select U.S. markets. These are guidelines, not rigid rules. Exceptional businesses do not always fit neatly into a checklist.
Can we speak even if I am only beginning to consider a transition?
Absolutely. Early conversations are often the most useful ones. You will get a straightforward perspective on the process and your options, with no pressure to act on any particular timeline.
No pressure, no obligation
Considering what comes next for your business?
Whether you are actively preparing to sell, weighing succession options, or simply starting to think about it, a confidential conversation is a low-stakes first step.