Find, acquire, and transition a healthy business

Why Hamilton Hall

Continuing the legacy of a great owner

That is the work: one healthy business, support for an outstanding organization and leadership team, and responsibility for the leadership of the team and the operations.

I learned the value of integrity early, as the son of a pastor and a military veteran. It applies to how a business is operated and how a leader serves others. I served fourteen years as an officer in the US Coast Guard, including command of the Coast Guard Cutter Blackfin, and later taught strategy, marketing, and leadership as an Associate Professor of Management at the US Coast Guard Academy. After the Coast Guard I worked at General Electric, then as a consultant in Boston Consulting Group’s Atlanta office, and then as chief operating officer of Wildman Business Group, a 65-year-old industrial services firm, about $65 million in revenue, with more than 250 team members. Organic and inorganic plans there helped the company grow more than 20 percent in less than two years.

I am married to the love of my life, and we have six children. The investors in Hamilton Hall are people I have hand-picked to share a long-term vision. My ultimate goal is to buy them out over time, own the business outright, and transition it in the same way when that watch is mine to hand on.

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Our Goal

What is Hamilton Hall?

I’m looking to continue the legacy of a great owner by supporting the growth of an outstanding organization and leadership team.

Hamilton Hall is an investment vehicle formed with the singular goal of finding, acquiring, and successfully transitioning a healthy business. Backed by a group of successful, long-term focused investors, I will take responsibility for the overall leadership of the team and operations.

Over the last two decades, I’ve been blessed to have been given leadership experiences in a broad variety of industries and roles, including the responsibility to lead and grow multiple, multi-million dollar business units. I’m looking to continue the legacy of a great owner by supporting the growth of an outstanding organization and leadership team.

Our Focus

To find and acquire a…

One company. The criteria below are the published fit.

01

healthy

Consistent, healthy growth
Recurring revenue or measurably reoccurring revenue
Double digit net margins
$3-15M in EBITDA

02

well led

Strong management team remaining with the business following ownership transition
Owner/Ownership Group willing to provide a 6 month to 2 year transition
Healthy, engaged, honest culture

03

unique company

Some “Special sauce” required, i.e. not a franchisee or heavily regulated distributor
Non-Commodity business
Service or product the team is proud of, i.e. nothing that relies on the ignorance of the end customer to prosper

The path

Find. Diligence. Steward.

The order of the work, from a first conversation through a long hold.

01

Find

The search is for a single healthy, well-led, distinctive company: consistent growth, recurring or measurably reoccurring revenue, double-digit net margins, and about $3-15 million in EBITDA. A strong management team remains with the business. The owner or ownership group can stay through a transition of six months to two years.
02

Diligence

Writing through this site opens a conversation. It does not book a meeting, set a fee, or form a contract. If both sides continue, the work is to understand the business, the culture, and whether a well-paced succession fits. Until there is a separate writing, either side may decline to go further.
03

Steward

When a transition goes forward, I take responsibility for the overall leadership of the team and operations. The aim is a healthy succession so the business can thrive for decades, with the management team still in the work. Over time I intend to buy out my investors and own the company outright, until it is my turn to transition it in the same way.

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Our Difference

Handing the helm to a steward

Succession is a watch change: a well-paced transfer of responsibility so the business can keep its course for decades.

Long Term Focus

My sole focus is to provide a healthy, well-paced succession to enable the business to continue to thrive for decades. I have hand-picked every investor to ensure they share my same long-term vision for your company. My ultimate goal is to buy out my investors over time and own the business outright until it’s time for me to transition the business in the same way.

Care for Employees, Customers, and Partners

I treat everyone with respect, honesty, and appreciation, from the most junior employee to the senior members of the board. I believe leaders should hold themselves to the highest of standards, and never ask their team to work harder than they are willing to work themselves. I believe short term compromises lead to long term consequences for both businesses and individuals.

Integrity Above All

As the son of a pastor and military veteran, I learned the value of integrity early in life. Maintaining your integrity applies to all facets of life, including how to operate business and serve others as a leader. I will never compromise my integrity in this process or as the new executive leader of your company. I believe excellence honors God and inspires people, and I endeavor to be excellent in all I do.

Our Story

Jeff Brewer

Prior to launching Hamilton Hall, Jeff served as the Chief Operating Officer of Wildman Business Group where he was responsible for the top line and operating income of the $65M industrial services firm with 250+ team members and five major divisions. As an executive in the company, he launched organic and inorganic growth plans that helped grow the 65-year-old company 20+% in less than two years. He also led efforts to negotiate w/ vendors and build efficiencies that grew the bottom line by double digits even as the company was growing rapidly.

Jeff went to Wildman after working as a Consultant for Boston Consulting Group (BCG) in the Atlanta office. He was an active member of BCG’s Strategy, Operations, and People and Organization practices.

Prior to BCG, Jeff worked for General Electric (GE) where he launched a global services business for GE’s Digital Energy unit and created GE Oil & Gas’ Product and Service Design and Innovation Group in Florence, Italy.

Jeff arrived at GE after serving his country for 14 years as an officer in the US Coast Guard. His final role in the Coast Guard was teaching strategy, marketing, and leadership as an Associate Professor of Management at the US Coast Guard Academy. He was selected for that role after leading the Coast Guard Cutter Blackfin as its Commanding Officer and serving as the Supply Chain leader and Law Enforcement Officer on the Vigilant.

Jeff holds a BS in Political Science, with honors, from the US Coast Guard Academy and an MBA from Harvard Business School. He’s married to the love of his life and has six adventurous, wonderful children.

Learn More

Learn more about my process

Three pieces I point owners toward when they want the longer context on culture after an owner is gone, and on search funds.

Questions

Before you write

Straight answers from what has been published.

Read the About page

What is this search set up to do?

Find, acquire, and successfully transition one healthy business, and safeguard the legacy of a great owner. Hamilton Hall is backed by long-term investors Jeff has hand-picked. When a transition proceeds, he takes responsibility for the overall leadership of the team and operations.

How is this different from a quick sale or a turnaround?

Jeff has written that his goal is not to “rip and flip” like a private equity firm, not to keep the customers and drop the employees the way a competitor might, and not to turn around a failing business. He is looking to continue the legacy of a great owner by supporting the growth of an outstanding organization and leadership team. He describes succession as a watch change: a well-paced transfer so the business can keep its course for decades. His ultimate goal is to buy out his investors over time and own the business outright until he transitions it in the same way.

Who is a fit?

Owners of a healthy, well-led company who are considering a transition, ownership groups willing to remain for six months to two years, and people who can introduce such an owner. The published focus includes recurring or measurably reoccurring revenue, double-digit net margins, and about $3-15 million in EBITDA, plus a product or service the team is proud of. The criteria are the audience. They are not a promise that every introduction will proceed.

What happens after I send a note?

The form asks for your name, email, and a message, and a company name if you want to share one. Jeff has said he will respond personally. Sending the form does not book a meeting or create a contract. No booking or other contract exists unless the parties later agree in a separate writing, and until then either side may decide not to continue.

Is anything here an offer to invest?

No. The site is general information. It is not an offer to sell securities, a solicitation to invest, or legal, tax, or investment advice.

Who operates this website?

Jeff Brewer leads Hamilton Hall.

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Contact

When you are ready to hand the helm

If you are considering a transition, or know an owner who is, I would welcome a conversation. Share a note below and I will respond personally.

Find, acquire, and transition a healthy business.