Investment Opportunity Overview
- Acquire scaled platform law firms across the most attractive legal segments and add on smaller firms
- Focus follows the best risk-adjusted actionable opportunities — today that is creditors rights, with two platform IOIs submitted
- Recruit best-in-class management; deploy centralized tech stack and administrative functions (e.g., billing/finance)
- Expand EBITDA margins through cost efficiencies and AI practitioner production gains
- Focus on areas where we believe technology will improve the firm’s business model
- Leverage the sponsor’s M&A expertise to execute a disciplined, strategic inorganic growth program
- Exit at 10.0x+ multiple after 5-year hold
- Recession-resistant industry with 150+ years of proven demand and consistent cash flow generation across economic cycles.
- 40% of partners (avg age 58) retiring in next 10 years with significant implied equity that historically was not able to be realized
- Tech and AI will completely change margins and industry structure benefitting adopters and firms with expertise and capital to invest
- MSO structure proven over 40+ years in healthcare now expanding to law
- First-mover advantage: limited PE competition in legal services
- Market is becoming more accepting of institutional capital owners
Backed by The Pine Street Group
Pillar Growth Partners is sponsored by The Pine Street Group, a Los Angeles–based investment holding company focused on acquiring middle market businesses with established cash flows in mature industries. Since its founding in 2019, The Pine Street Group has completed 15+ acquisitions and multiple minority investments across service industries — including building a healthcare provider from $5M to $300M in revenue. That same buy-build-and-grow playbook is now being applied to legal services.
Michael Davidov
- Former Co-CEO of Prime Providers & VTP Med
- Founded Apollo Care Services (specialist physician care)
- Former investment professional at Altamont Capital Partners
- Former consultant at Bain & Company
- Technology deployment & shared services leadership
- MBA, Harvard Business School (with honors)
- BA, University of Pennsylvania (magna cum laude)
Jonathan Sassover
- Former Co-CEO of Prime Providers & VTP Med
- Former investment professional at Alden Global Capital
- Former investment banker at Credit Suisse (Financial Sponsors)
- Licensed attorney, State of California
- Deep network across legal industry intermediaries
- JD, Columbia Law School (Kent & Stone Scholar)
- BA, University of Pennsylvania (magna cum laude)
Prime Providers
Home Based Care Services platform grew from $5M to $300M of revenue and from $1M to $65M of EBITDA, by executing 12 acquisitions. Now in an institutional sale process led by a bulge-bracket investment bank.
Company Website →VTP Med
Vascular Access provider platform grew from $6M to $22M of revenue through organic growth and by executing on 3 acquisitions.
Company Website →Cross-Disciplinary DNA
Rare combination of PE deal experience + legal industry knowledge + hands-on operational execution capability.
Healthcare MSO Playbook
Sponsor experience in healthcare is ideal background for this strategy; MSO framework, high end professional service, high regulation, low legacy tech adoption, and high-volume acquisition/integration.
Build & Invest for Scale
Focus on investing in infrastructure for an institutional quality asset from the beginning; key areas such as people, systems, technology, and compliance.
Operator Mindset
Hands-on builders, not absentee capital allocators — will be in the weeds on Day 1 of platform close through exit; sponsors have been CEOs of large scale multi-thousand employee businesses.
Sponsors Who Have Run the Business
Jonathan and Michael did not just sponsor their prior platforms — they ran them. As co-CEOs of Prime Providers and VTP Med (Vic the PICC), they operated every function of the business through every stage of its life: from a founder-led $5M-revenue company through professionalization, multi-state expansion, and serial acquisition to 4,000 employees and $300M of revenue. They recruited and installed the management team now successfully running those companies today. That experience makes them better underwriters — they have lived the P&L they are diligencing — and, more importantly, positions them as active sponsors working alongside management of the legal platform to design and implement strategic plans that grow revenue, improve efficiency, and build a better business.
We Have Run Every Function
- Finance, billing, and revenue cycle — the cash engine of a professional-services business
- Recruiting, HR, and retention at thousands-of-employees scale
- Institutional contracting — the direct analog to law-firm panel relationships with banks and servicers
- Compliance and licensing across multiple states
- First-hand experience implementing and migrating ERP systems, and developing AI tools to improve operational efficiency
Built on Licensed Professionals
- Our platforms were organizations of licensed clinicians — businesses that must serve, never control, professional judgment
- That is precisely the structural DNA legal services requires under current regulatory regimes
- We know how to earn professionals' trust while centralizing everything around them
- We make professionals more effective — and their work more enjoyable — by taking non-core tasks off their plates and streamlining operations, freeing them to focus on what they trained to do: practice law
Sellers Talk to Peers
- Managing partners selling their life's work respond differently to people who have sat in the CEO seat
- Founder-to-founder credibility wins processes that pure financial buyers lose
- It shows in the pipeline: 20+ firms sourced and three IOIs in under a year
- Sellers from our prior deals act as our advocates, speaking directly with prospective sellers as proof that we are good partners
Integration, Not Delegation
- 15+ acquisitions integrated hands-on — not handed to consultants
- 100-day plans, KPI systems, and shared-services build-outs we have personally run
- The same playbook, applied with management, from day one of the legal platform
- Learning flows both ways — best practices often move from an add-on back to the rest of the platform, not just from platform to add-on
Case Study — Prime Providers
Prime Providers
Disciplined Buy-and-Build
- 12 acquisitions completed at 3-8x EBITDA, plus multiple de novo market entries
- Fragmented market of small providers enables disciplined pricing
- Integrated all acquisitions under unified systems and management — from single-market tuck-ins to a three-company simultaneous state entry
Expanding the Footprint
- Expanded from one location in one state to 25+ locations across three states
- Grew preferred payor partnerships, added new service lines, expanded geographies
- Recruited and installed the management team now running the platform; hired ~3,175 providers in 2025 alone
- Speed-to-start-of-care ~3x faster than competitors — the referral-winning advantage
Centralized Infrastructure
- Implemented electronic charting, ADP payroll, and Sage ERP across all entities
- Centralized billing/RCM drove record collection months
- Developed AI systems to automate and enhance the back office
- Nearshore back office driving ~50% administrative cost savings
Exceptional Returns
- Revenue grew from $5M to $300M (60x) in 7 years
- EBITDA scaled from $1M to $65M through the combined strategy
- Realization underway: institutional sale process led by a bulge-bracket investment bank
$300M Equity Partnership with Nexus Capital
Pillar Growth Partners is capitalized through a $300M committed equity partnership — $150M from each of Nexus Capital Management (~$5B AUM) and The Pine Street Group. Capital is deployed deal-by-deal into jointly approved targets — institutional scale with operator discipline, and no blind-pool risk.
Certainty of Close
- Equity fully committed and backstopped before an IOI is submitted — no financing contingency, approvals move expeditiously
- Established processes and third-party advisors already in place — enabling efficient diligence and an accelerated closing
- Deep dry powder behind the partnership supports the full buy-and-build plan, not just the entry
Capital + Operating Playbook
- Day-one capital for add-ons, technology, and centralized shared services
- Pine Street's proven operating playbook from healthcare — built for regulated professional services
- Rollover equity participates in a larger, better-capitalized platform
Institutional Alignment
- A ~$5B institutional sponsor and a hands-on operator, both with committed capital at risk
- Disciplined, deal-by-deal underwriting on every acquisition
- Governance, reporting, and controls at institutional standard from day one
Complementary Strengths
- Nexus brings scale capital, financing relationships, and portfolio-company pattern recognition
- Pine Street brings MSO/LSO structuring expertise and buy-and-build execution — the gating capability in legal services
- Shared sourcing: bankers and brokers route legal-services opportunities directly to the partnership
$427B Fragmented Market Ready for Consolidation
Total US Legal Services Market — IBISWorld 2025
| Segment | Market Size |
|---|---|
| Total US Legal Services | $427B |
| Law Firm Revenue (excl. in-house counsel) | ~$355B |
| Small/Mid Firms (<50 atty) | $114B |
| Target Segment ($10-300M rev firms) | ~$95B |
| Serviceable Addressable Market (Tier 1+2 Regulatory States) | ~$80B |
| Growth Driver | Rate |
|---|---|
| Legal Services GDP Growth | 2.1% CAGR |
| Litigation Volume | +0.8-1.2% |
| Regulatory Complexity | +0.5-1.0% |
| AI / Technology Disruption | +1.0-2.0% |
| Estimated Market CAGR | 3.5-4.3% |
$427B+ Market Across 16 Practice Areas
Six Criteria to Identify Target Segments
Each legal practice area is evaluated across six dimensions that determine its suitability for our acquisition roll-up strategy. Scores are absolute (not forced-ranked), meaning multiple segments can share the same score if characteristics are similar. The composite total (out of 30), together with real-world deal availability and entry pricing, guides our target prioritization.
Market Size
Larger addressable markets provide deeper acquisition pipelines, more targets at any given time, and greater long-term platform growth potential.
5 = $30B+ | 4 = $20-30B | 3 = $12-20B | 2 = $8-12B | 1 = <$8B
Fragmentation
Fragmented markets (no dominant players) offer proprietary deal flow, less auction pressure, and lower entry multiples — but only when fragmentation comes with a supply of scaled firms. Segments where nearly every firm is 1–10 lawyers offer no platform entry point, impractical tuck-in economics, and concentrated key-person risk. The ideal profile pairs fragmentation with a deep bench of 20–30+ lawyer firms to anchor and extend a platform.
5 = Fragmented + deep scaled-firm supply | 4 = Fragmented, some scaled firms | 3 = Atomized (mostly <10-lawyer firms) | 2 = Semi-consolidated | 1 = Consolidated (Am Law)
Recurring Revenue
Retainer-based and repeat-client models provide revenue predictability, higher client lifetime value, and more defensible cash flows for leverage.
5 = Very High (retainer/panel) | 3 = Mix | 1 = One-time/contingency only
Revenue Stability
Measures how consistent demand is regardless of economic conditions. We value steady, predictable revenue over counter-cyclicality — boom/bust in either direction creates cash flow risk for leveraged acquisitions.
5 = Very Stable | 3 = Moderate | 1 = Highly Volatile
Commodity Score
Commoditized, process-driven work can be standardized and scaled through the MSO. Bespoke work depends on individual attorneys and resists centralization.
5 = Highly Commodity | 3 = Mixed | 1 = Fully Bespoke (rainmaker)
MSO Fit
Measures how much value the MSO's centralized services (marketing, billing, tech, HR, compliance) can add. Higher fit = more margin expansion.
5 = Very High (all functions) | 3 = Selective | 1 = Minimal MSO value
Segment Scoring Framework
SCORING: 5 Most Attractive 4 Attractive 3 Moderate 2 Below Avg 1 Least Attractive ★ = Target Segment
| Practice Area | Mkt Size | Mkt Score | Frag. | Recur. | Rev. Stability | Commodity | MSO Fit | Total /30 | Evaluation |
|---|---|---|---|---|---|---|---|---|---|
| ★ Creditors' Rights | ~$25B+ | 3 | 5 | 5 | 5 | 5 | 5 | 28 | B2B institutional clients, recurring placement volume, counter-cyclical, fragmented with a deep bench of scaled firms — two platform IOIs submitted |
| ★ Trusts & Estates / Elder Law | ~$30B | 5 | 3 | 5 | 5 | 5 | 5 | 28 | Template-driven docs, high recurring rev., aging demo tailwind — but heavily atomized (few 20+ lawyer firms), limiting platform entry points |
| ★ Personal Injury (PI) | ~$50B | 5 | 5 | 2 | 5 | 5 | 5 | 27 | High-volume repeatable intake-to-settlement workflow, marketing-driven, massive scale benefits |
| ★ Insurance Defense | ~$18B | 3 | 3 | 5 | 5 | 5 | 5 | 26 | Panel-driven recurring volume, high-volume process work, deep scaled-firm supply — carrier-panel concentration and competitive M&A pricing demand discipline |
| ★ Family Law | ~$25B | 4 | 4 | 3 | 5 | 4 | 4 | 24 | Procedural, jurisdiction-driven, repeatable filings — demand constant regardless of economy |
| ★ Employment / Labor | ~$35B | 5 | 4 | 4 | 3 | 4 | 4 | 24 | Pattern-based claims, scalable intake — volume swings with hiring/layoff cycles |
| General Practice / Muni | ~$15B | 3 | 3 | 4 | 5 | 4 | 3 | 22 | Routine municipal/local gov work — steady demand, broad but shallow, moderate standardization |
| Immigration | ~$12B | 2 | 4 | 3 | 4 | 5 | 4 | 22 | Form-heavy, process-driven workflows — volume fluctuates with policy but baseline demand steady |
| RE: Residential / Non-Dev. | ~$12B | 2 | 4 | 3 | 3 | 5 | 4 | 21 | High-volume closings, title work — standardized but volume tied to rate environment |
| Business / SMB Corp. | ~$30B | 5 | 4 | 4 | 2 | 3 | 3 | 21 | Routine compliance = commodity; new formation and advisory tied to economic confidence |
| Tax | ~$10B | 2 | 4 | 5 | 4 | 3 | 3 | 21 | Compliance filings are commodity and stable; controversy/advisory is bespoke — mixed profile |
| Criminal Defense | ~$15B | 3 | 3 | 1 | 5 | 3 | 2 | 17 | DUI/misdemeanor = commodity; very stable demand — but low recurring revenue, poor MSO fit |
| IP / Patent | ~$15B | 3 | 2 | 3 | 3 | 1 | 1 | 13 | Highly technical, specialist-dependent — patent filing somewhat stable but litigation volatile |
| Complex Comm. Litigation | ~$25B | 4 | 2 | 1 | 2 | 1 | 1 | 11 | High-stakes, partner-dependent — case volume swings with economic disputes, not predictable |
| RE: Commercial / Dev. | ~$8B | 1 | 3 | 2 | 1 | 2 | 2 | 11 | Bespoke deal work, highly pro-cyclical — volume swings dramatically with development cycle |
| White-Glove Corp. M&A | ~$40B+ | 5 | 1 | 1 | 1 | 1 | 1 | 10 | Relationship-driven, deal-dependent — M&A volume collapses in downturns, antithesis of thesis |
Six Focus Segments Across Legal Services
- B2B institutional clients — banks, loan servicers, national lenders — with decades-long relationships
- Recurring placement volume; counter-cyclical: rises with delinquencies, defaults, and bankruptcies
- Process-driven, standardized workflows (foreclosure, bankruptcy, collections, recoveries)
- Vendor-panel consolidation favors scaled, compliant platforms
- MSO/LSO: centralized tech, compliance, and back-office at platform scale
AI account scoring & propensity-to-pay, litigation prioritization, and workflow automation — margin path toward 26%
- Aging demographics = secular tailwind
- High recurring revenue (retainers, annual updates)
- Template-driven, standardized document workflows
- Very stable: death and estate needs are constant
- MSO: CRM, lifecycle automation, cross-sell engine
AI drafts wills/trusts, models estate taxes, automates client updates — 30-40% paralegal reduction
- Extremely fragmented; no firm holds >1% share
- Contingency model = 35-45% margins at scale
- Marketing-driven: CAC drops 50%+ with scale
- Very stable: people get hurt regardless of economy
- MSO: centralized marketing, intake, case mgmt
AI values cases at intake, drafts demand letters, summarizes medical records — 20-30% faster cycles
- Carrier-panel relationships = institutional B2B revenue with long tenure
- Extremely high-volume, process-driven defense workflows
- Negotiated panel rates = predictable, recession-resistant demand
- Panel consolidation favors scaled, multi-state platforms
- MSO: centralized billing compliance, doc management, staffing leverage
AI drafts answers & discovery responses, summarizes depositions and medical records, automates billing-guideline compliance — 20-30% efficiency gain
- Procedural, jurisdiction-driven, high volume
- Demand constant: divorce is not cyclical
- Repeatable filings across every state
- Fragmented with no dominant player
- MSO: standardized doc assembly, intake
AI drafts petitions, analyzes asset disclosures, schedules custody — 20-30% attorney time savings
- Pattern-based claims with scalable intake
- Mix of contingency + hourly = balanced revenue
- Regulatory tailwind (EEOC, DOL activity up)
- Large $35B market = deep acquisition pipeline
- MSO: doc review tech, compliance databases
AI classifies claims, drafts EEOC responses, reviews HR policies at scale — 20-40% efficiency gain
Narrowing In: Creditors Rights
We have developed strong deal flow in one of our top focus areas — creditors rights. The pipeline has converged on two scaled platforms — institutional B2B law firms serving banks, loan servicers, and national financial institutions with recurring, counter-cyclical placement volume. Each is platform-scale in its own right; the opportunity to acquire both and combine them immediately — creating a single national creditors-rights platform with ~$355M combined revenue and ~$67M EBITDA — is too compelling to sequence. From that base, acquisition activity shifts to smaller and midsize add-ons at accretive multiples. Both IOIs are submitted with committed equity behind them.
Century-Old Creditors-Rights Firm
- ~$105M revenue (up ~60% since FY23); ~$27M adj. EBITDA with margin path from ~22% toward 26%
- Nearly 100 years of operating history; blue-chip financial-institution clients with ~25-year average relationship tenure
- 8-state owned footprint plus a national forwarding network covering 40+ states
- IOI: $245M EV (~9.0x adj. EBITDA incl. 1.0x Earn Out) — 30% equity rollover
- IOI well-received — seller encouraging immediate diligence and QofE; exclusivity expected soon after some additional commercial DD
- Targeted close: Q4 2026
National Mortgage-Default & Recovery Platform
- ~$250M revenue; ~$40M EBITDA (2026E organic, ~16% margin)
- Clients are mortgage-loan servicers, GSEs, banks, and credit unions — diversified base (top two clients ~25% of revenue)
- Multi-state national footprint across foreclosure, bankruptcy, evictions, REO, and recoveries
- IOI: $320–360M EV (8.0–9.0x incl. 1.0x Earn Out) — 30% equity rollover
- IOI submitted following management meetings; data room open, diligence advancing
- Targeted close: Q1 2027
Eight Ways AI Will Reshape Law Firm Economics
Document Drafting & Assembly +3-5% margin
AI generates first drafts of contracts, pleadings, wills, and discovery responses in minutes. Reduces associate/paralegal time 40-60% on routine documents.
Legal Research & Case Analysis +2-3% margin
LLM-powered research replaces 5-10 hrs of manual review with 15-minute summaries. Associates focus on strategy, not searching.
Back-Office & Administrative Automation +2-4% margin
AI streamlines billing, accounting, HR, compliance tracking, and reporting across the MSO. Reduces administrative headcount needs by 20-30%.
Lawyer Capacity & Throughput +30-50% capacity
AI handles first-pass work that previously consumed 40-50% of attorney time. Each lawyer can carry 30-50% more cases without sacrificing quality.
Novel Pricing Models Pricing power
AI-driven efficiency enables fixed-fee, subscription, and value-based pricing that replaces the billable hour. Clients prefer predictability; firms gain margin.
Client Acquisition & Marketing +15-25% leads
AI optimizes digital ad spend, personalizes intake, scores leads by case value, and automates follow-up. Firms capture 30-50% more qualified leads at lower CAC.
Predictive Case Valuation & Triage +10-20% ROI
ML models analyze historical outcomes to value PI/employment claims at intake. Firms take better cases, settle faster, and improve win rates.
Attorney Recruiting & Evaluation -40% time-to-hire
AI fills the recruiting funnel by sourcing candidates across platforms, screens resumes for practice-area fit, and evaluates cultural alignment — reducing time-to-hire 40%+.
AI is the single largest value creation lever in legal services — early adopters will compound advantages in efficiency, capacity, and client acquisition. The company will be a world-class adopter and integrator of existing technologies (e.g., Harvey) but also build its own technology solutions where appropriate.
Institutional Capital Is Moving Into US Legal Services
What the UK opened by statute, the US is opening by structure: MSO transactions let institutional capital own the operating platform while lawyers retain the practice. Activity has accelerated sharply through 2025–26 — dedicated funds raised, scaled platforms trading between sponsors, and the country's largest consumer firm exploring outside capital. Competitive-process pricing confirms both the demand and the value of disciplined entry.
Morgan & Morgan Explores PE Stake
America's largest personal-injury firm engaged J.P. Morgan to explore a minority private-equity investment with a long-term IPO path — the clearest signal yet that scaled US legal platforms are institutional assets.
Uplift Investors — Dedicated Legal-Services Sponsor
Raised a $670M debut fund targeting legal and knowledge services. Formed the Orion Legal MSO with Dudley DeBosier Injury Lawyers (Jan 2026), then acquired IMS Legal Strategies, the largest US expert-witness network (Apr 2026), which has already begun its own add-on program.
Gridiron Capital / ABC Legal Services
Gridiron acquired ABC Legal, the national service-of-process and eFiling platform, from Aquiline — legal-services infrastructure now trading between institutional sponsors.
Insurance Defense Process Cleared Well Above Our Expectations
Alongside the two creditors-rights platforms, we submitted an IOI on a scaled insurance-defense firm. The process cleared at roughly 15x — direct evidence of institutional appetite for scaled legal platforms and of the exit re-rating our model assumes, and proof our entry discipline holds even in segments we like.
The MSO Wave — Reaching the Corporate Bar
Holland & Knight's legal-transactions team alone closed 17 law-firm MSO deals in the first half of 2026 with roughly 100 more in progress — spanning Am Law 100 practices, estate-planning shops, and AI-native boutiques. Even corporate law, outside our focus, is taking outside capital.
Recent Legal Services M&A (2021 - 2026)
| Acquirer / Target | Buyer | Year | Revenue | EBITDA | Notes |
|---|---|---|---|---|---|
| Dudley DeBosier (PI) | Uplift / Orion Legal MSO | 2026 | N/D | N/D | US: First major PI MSO deal. Kirkland & Ellis, Houlihan Lokey advised. |
| Certum Legal Solutions | Certum Group | 2025 | N/D | N/D | US: Lit funder acquired MSO for mass tort / PI pre-litigation support. |
| McDermott Will & Emery | Exploring PE stake | 2025 | ~$1.3B | N/D | US: Am Law 50 firm publicly considering selling PE stake via MSO. |
| Burford Capital → MSO | Burford Capital | 2025 | N/D | N/D | US: Major lit funder exploring MSO investments in US law firms. |
| Cohen & Gresser | PE (undisclosed) | 2025 | ~$150M | N/D | US: Am Law 200 firm in advanced PE discussions using MSO structure. |
| Fletchers Group | Sun Capital | 2021 | £34M → £77M | £8M → £38M | PI specialist. 10 add-ons in 4 yrs. 4.75x EBITDA growth. Continuation fund in 2025. |
| Stowe Family Law | Livingbridge → Investcorp | 2017 / 2024 | £9M → £37M | ~£3M | Family law. 4x rev growth. Sold to Investcorp (2024). 90 offices, 400 staff. |
| Nelsons Solicitors | Lawfront (Blixt Group) | 2023 | ~£15M | N/D | East Midlands firm. PE-backed Lawfront building regional platform. |
| Slater Heelis | Lawfront (Blixt Group) | 2024 | ~£10M | N/D | Manchester firm. Second acquisition for Lawfront's regional roll-up. |
| FBC Manby Bowdler | August Equity (Higgs) | 2024 | ~£12M | N/D | Midlands firm. Higgs now PE-backed and acquiring (added Vialex in 2025). |
| Rayden Solicitors | Fletchers (Sun Capital) | 2025 | £11.4M | £1.4M | Family law. Fletchers' first move outside PI. 10th add-on acquisition. |
| Shoosmiths PI Practice | Fletchers (Sun Capital) | 2025 | ~£15M | N/D | 80-strong serious injury team carved out from national firm. Price: £12M. |
| Beyond Law Group | Waterland PE | 2024 | N/D | N/D | Waterland PE investment in UK legal platform. Building multi-practice group. |
Entry Multiples vs. Comparable Professional Services
Motivated Sellers in a Fragmented Market
Aging Demographics
40% of equity partners are 58+ with no succession plan. Avg solo practitioner is 55. Only 23% of small firms have a written succession plan.
Technology Burden
68% of small firms lack modern practice mgmt tools. Cost to modernize a 10-atty firm: $150-250K upfront. Many owners would rather sell than invest.
Increased Liquidity
Lawyers historically have left significant equity in their firms because of lack of options but today there is an increasing availability of institutional capital that is providing very attractive alternatives.
Practice Management Fatigue
Lawyers want to practice law, not manage HR, IT, marketing, and compliance. The MSO pitch: “We handle the business; you practice law.”
Regulatory Tailwinds
ABS movement (AZ, UT, DC) signals the market is opening. Founders see inevitability and want to be early sellers at better multiples.
Proprietary Sourcing
Partner with experienced buy-side advisory firm to contact thousands of in-scope qualified law firm owners to drive proprietary non-auction deals.
Intermediary Network
Relationships with 25+ legal-focused M&A advisors, practice brokers, and transition consultants.
Bar Association Channels
Speaking at state/local bar events on succession planning; positioning as the “preferred acquirer.”
CPA & Advisor Referrals
CPAs and wealth advisors who serve law firm owners are a high-conversion referral source.
Committed Capital
Sellers and intermediaries will see us as differentiated and committed buyers which will lead to better deal flow, better ability to win deals and more efficient capital deployment.