Looking for one business to buy and operate.
I'm Jack Boyle. I've spent my career in acquisitions and operations, where I have acquired and operated a business in Western Pennsylvania. Now I'm looking to do it again"
A note before we talk.
Nobody knows your business the way you do. Not your accountant, not a broker, and certainly not me. You know which machine runs hot, which account pays late, and who actually holds the place together.
Most owners at this stage are weighing the same few questions. What happens to the people. Whether the customers stay. Whether the name and the way the work gets done survive the handoff.
Those questions have answers, and the answers usually serve both sides. I want the crew to stay because they run the place. I want the customers to stay because they are the business. I want to keep what has worked across the years you’ve operated it, because that is what I would be paying for.
My father founded an electrical contracting company in Wyoming, ran it for years, and sold it. Later, at Howe Coffee, I helped buy a long-established company from an owner who was stepping back, and stayed on to run it afterward.
I'm looking for one business. I'd run it myself, learn it from the people who already know it, and keep what made it worth buying.
Meet Jack Boyle.
I've spent my career close to how businesses actually run, in large companies and small ones, and on both sides of a transaction.
At Howe Coffee I led the acquisition and integration of a long-established competitor whose owner was transitioning out, and then ran the combined business. We grew operational volume substantially, implemented an ERP system, and took the plant through Safe Quality Food certification, while managing a supply chain priced off a commodity that would not sit still.
That work is finished. The business runs without me now, which is why I left to look for my own.
Before that I handled budgeting and cost work across a large manufacturing operation at PPG Aerospace. At EY-Parthenon I advised on acquisitions for large and small businesses alike, which is where I learned how deals are built and where they come apart. I studied at the University of Pittsburgh and Carnegie Mellon.
Acquisition criteria.
Western Pennsylvania
Pittsburgh and the surrounding region, including adjacent parts of Ohio and West Virginia.
$500K–$1.5M
Owner earnings or free cash flow, with the owner's own compensation and personal expenses added back.
An owner-operator ready to retire or step back
A long tenure in the business, and no obvious successor inside the company or in the family.
Steady and profitable
Consistent cash flow, established customer relationships, and no single account the business depends on.
Quick if you need it, patient if you don't
I can move fast when a seller wants to be done, and I can work on a two or three year horizon if that is the right opportunity.
I'm not private equity
Not a large company looking to roll up, buy, sell, and harvest. One business, bought to operate.
Businesses that make things, move things, and keep things running.
Manufacturing & Distribution
Companies that produce, store, or move a physical product.
Home Services
The home vertical: work done on people's houses, and the products that go into them.
Commercial & Industrial Services
Work other companies and municipalities have to keep buying.
Five steps, at your pace.
An initial call
How you got into the business, and what the next chapter looks like for you. No documents, no commitment.
A visit
I come and see the operation, meet the people, and review preliminary financials.
An initial offer
Price and terms, in writing, so there is no drawn-out guessing about what I think it's worth.
Diligence
Financial, operational, and legal. We plan the handoff while this runs.
Close and hand off
I take over as the operator. You step back on the schedule that works for you and for the business.
What I'll commit to.
You don't know me yet. Ask hard questions and call the people I've worked with. In the meantime, here is what I'll hold to.
Your team stays
The crew is most of what I would be buying. Cutting staff isn't the plan, because the people who do the work are the reason it works.
The legacy stays
The name, the location, and the customer relationships. You spent years building them, and keeping them is the whole reason to buy rather than start.
We work to your timeline
Out in ninety days, or stay two years and hand off properly. Both work, and we build the transition around what you want.
You'll hear no quickly
If it isn't a fit I'll say so on the first call rather than after three months of diligence. Your time is worth more than my optionality.
Contact me.
Owners thinking about the next chapter, advisors with a business that fits, and anyone who wants to understand how this works.
Everything you share stays between us. Nothing goes to a broker, a lender, or anyone at your company.