Angel Acquisition Partners

Nationwide

Acquiring essential businesses.Building enduring value.

Angel Acquisition Partners buys established lower-middle-market companies and keeps running them. No flip, no breakup, no five-year exit clock — we underwrite for the next generation of owners, employees, and customers.

Request a call See what we buy
Permanent holding period Two days to a reply from a partner Confidential from first call

Disciplined investing  |  Operational excellence  |  Enduring value

Who we are

A holding company, not a fund

Private equity raises a fund, buys a company, and has to sell it before the fund closes. That clock shapes every decision the new owner makes — including the ones that affect your people.

We are structured differently. Angel Acquisition Partners acquires businesses to own them, funds growth out of cash flow, and has no obligation to resell. That is the whole difference, and it shows up in everything from hiring to how we handle your name over the door.

What stays the same after closing

  • The business keeps its name and its brand.
  • The team keeps their jobs and their seniority.
  • Customers keep the same crews and phone number.
  • Vendors keep their terms and relationships.
  • You decide how and when your role winds down.

Mission

Acquire, operate, and grow profitable lower-middle-market businesses through disciplined investing and operational excellence.

Vision

Build a diversified holding company of essential businesses that generate sustainable cash flow and long-term value for investors, employees, and customers.

Core values

How we operate

Integrity

We operate with honesty, transparency, and accountability. If we cannot do a deal, you hear it from us early rather than late.

Discipline

We follow a defined process to acquire and grow quality businesses, and we do not stretch on price to win a deal we should not do.

Partnership

We build long-term relationships with owners, employees, and investors — the people who were there before the transaction and after it.

Excellence

We invest in the unglamorous parts of a business: scheduling, dispatch, billing, safety, and the systems that let good crews do good work.

Long-term focus

We are committed to creating enduring value for generations to come, which means we plan in decades rather than in fund cycles.

Discretion

Conversations stay between us. Nothing reaches your employees, customers, or competitors without your written approval.

Acquisition criteria

What we look for

We do not publish a revenue screen, because good businesses come in sizes that screens miss. If this sounds like your company, it is worth a phone call.

Size
No published revenue or earnings cutoff Send us the numbers and we will tell you honestly whether we are the right buyer. We would rather read a real P&L than turn away a good company for missing a threshold.
Profitability
Consistently profitable, not a single strong year We look for earnings that hold through a normal season and books that explain themselves.
Customer concentration
No one customer carrying most of the revenue Heavy concentration is not automatically disqualifying — it changes structure, not interest.
Geography
Nationwide We look at businesses anywhere in the country, and we travel for the right one.
Team
A staff that can run day-to-day work without the owner in every job If the owner is still in the field full time, we can still talk — the transition plan just looks different.
Holding period
Permanent — we do not resell

Industries

Essential businesses

Work that has to get done whether or not the economy cooperates.

Home & trade services

HVAC, plumbing, electrical, roofing, pest control, pool service, and other recurring-revenue residential and light-commercial work.

Facility & property services

Commercial landscaping, janitorial, fire and life safety, mechanical maintenance, and route-based service contracts.

Specialty contracting

Concrete, masonry, stone and tile, glazing, and finish trades with an established book of general-contractor relationships.

Light manufacturing

Fabrication, assembly, and finishing operations with proprietary products, repeat customers, or hard-to-replace equipment.

Distribution & supply

Regional wholesalers and suppliers to the trades, with steady inventory turns and long-standing vendor terms.

Business services

Testing, inspection, compliance, logistics support, and other B2B services sold on contract or renewal.

Fit

What makes us move quickly

  • Recurring or contracted revenue.
  • A licensed, tenured crew that intends to stay.
  • Clean books that explain themselves.
  • An owner with a clear reason for selling.
  • Equipment and vehicles that have been maintained.
  • A defined service area rather than chasing every job.

Not a fit

What we pass on

  • Startups and pre-revenue concepts.
  • Turnarounds losing money today.
  • Businesses that depend entirely on the owner's personal license or relationships.
  • Restaurants, retail storefronts, and hospitality.
  • Single-project construction with no recurring base.
  • Anything requiring us to lay off the workforce to make the math work.

Structure

How deals are put together

Every owner wants something slightly different out of a sale. The structure follows what you want, not the other way around.

Full buyout

You sell 100% and step away on an agreed date, with a transition period that suits you rather than a fixed formula.

Majority recapitalization

You take significant cash off the table, keep a minority stake, and stay involved in the part of the work you still enjoy.

Retirement succession

A phased handoff built around handing relationships to a successor rather than dropping them.

For owners

You are not committing to anything by calling

A first conversation is thirty minutes on the phone. You do not need financials, a broker, a valuation, or a decision. Plenty of owners call us two or three years before they sell — that is the most useful time to call, because it leaves room to fix the things that raise the price.

Nothing goes to your employees, customers, or competitors. We do not list your business, shop it, or add you to a buyer database.

What we will ask on the first call

  • What the business does and who buys from it.
  • Roughly how revenue and profit have trended.
  • How many people work there and who runs what.
  • Why you are thinking about selling, and when.
  • What you want to happen to your team afterward.

The process

Five steps, start to close

01

Confidential conversation

A call with a partner. We describe how we work, you describe the business, and we both decide whether it is worth continuing. No documents change hands.

02

Mutual NDA and information exchange

We sign a mutual non-disclosure agreement, then you share recent financials and a short list of operating details. We do not ask for anything we will not actually read.

03

Indication of interest

You receive a written valuation range and proposed structure, or a clear explanation of why we are passing. Either way you get a real answer.

04

Letter of intent and diligence

Once terms are agreed, we move to a signed LOI and a defined diligence period covering financials, legal, insurance, and operations. You get one point of contact and a written request list up front.

05

Closing and transition

We fund the purchase, and the transition runs on the schedule you agreed to — not a day sooner. Employees are told together, by you, with us in the room.

Getting ready

What raises your price

If a sale is a year or more away, these are the things worth fixing now. They are the same items every buyer will examine.

Clean financials

Separate personal expenses from company books and keep a consistent accounting basis year to year. Reviewed statements pay for themselves.

Documented operations

Write down how jobs are quoted, scheduled, and closed out. A business that runs on one person's memory is worth less than one that runs on a process.

A second-in-command

Someone other than you who can run a week without you is the single biggest driver of both price and terms.

Spread customers

Reducing dependence on one large account lowers perceived risk and directly widens the valuation range.

Current contracts

Signed customer agreements, leases, and vendor terms that survive a change of ownership remove friction in diligence.

Maintained assets

Serviced trucks and equipment with records tell a buyer what deferred spending they are not inheriting.

Request a call

Leave your number. A partner calls you back.

Three fields is all we need to get started. No financials, no documents, no obligation — just a short conversation at a time that works for you.

Your information stays between us. We never contact your employees, customers, or competitors without written approval.

Or reach us directly

Rather just call?

You will get a person, not a queue. Justin Francis, Managing Partner, takes acquisition calls himself.

What happens after you submit

  • A partner reads it, not an assistant.
  • You get a reply within two business days.
  • The first call runs about thirty minutes.
  • Nothing is shared outside the firm.
  • If it is not a fit, we tell you plainly and quickly.