Let’s walk through this together—because if you’re serious about leaving corporate America and building something that private equity wants to buy, you need more than ambition. You need a plan that works in the real world. And right now, I’ve got that plan for you, built on actual recent sales, proven outcomes, and a path I’ve seen work for people just like you. Let’s start with what’s actually happening out there. Boxwood Partners, one of the leading boutique M&A advisory firms in franchising, has been busy. Just recently, they helped guide the sale of a multi-brand residential services group to Prospect Partners. What made that deal stand out wasn’t just the brands involved—it was the structure. This was a roll-up of several established franchisees operating under Neighborly brands across different markets. Electricians, HVAC companies, you name it. What they built was a regional powerhouse with operational leverage and scalability. And private equity? They couldn’t resist. This is the playbook. Private equity firms aren’t looking to buy just any franchisee. They’re looking for well-oiled machines. Platforms. And those platforms are usually built by savvy operators who understand how to scale—how to go from one unit to five, then to ten, and then integrate systems, people, processes, and profits into something that hums like a tuned engine. I’ve watched this same pattern unfold across sectors. Garage doors. Senior services. Pet care. Mobile medical units. When the fundamentals are tight, and the vision is clear, private equity pays attention. So how do you, someone standing at the edge of a major career change, step into that world? It begins with picking the right franchise model. One with strong margins, scalable operations, and demand that’s already here—and growing. Home services are exploding. Healthcare-related services are not slowing down. People want convenience, reliability, and trust. When you find a brand that delivers those, and you secure multi-unit or multi-territory rights, you’ve got your beachhead. But choosing the brand is just the start. You’ve got to build it right from day one. Track your numbers. Know your unit economics. Understand your labor costs, your customer acquisition costs, your retention rate. Automate what you can. Implement repeatable systems. This is where a lot of entrepreneurs mess up—they grow, but it’s messy. Private equity doesn’t pay top dollar for messy. They pay for clean, efficient, and replicable. Now picture this: it’s year two. You’ve got three, maybe four units under your belt. They’re performing well. You know your market. You’re hiring smarter. You’re leaning into community engagement. Your brand is starting to be known. This is where you double down. By the third or fourth year, you’ve centralized marketing, maybe built a regional support team, outsourced admin functions to a virtual back office. Every step you’ve taken has made you leaner, more scalable, and more profitable. You’re no longer a franchisee—you’re an operator with a regional empire. And here’s where the magic happens. Private equity begins to circle. They notice the revenue. They see the EBITDA. They love the brand. They see your systems. But more than anything, they see the story. You’re not just running units—you’ve created a growth engine. Something they can plug their capital into and scale to the next level. This is what they buy. And this is what you can build. So if you’re ready—truly ready—to bet on yourself and build something private equity wants to buy, I’m here. Let’s map it out. Let’s talk about your skills, your budget, your market, and find the right brand. Then let’s build it right. Not just for income. For legacy. This is your time. Let’s build something worth buying.
