Partnership | Intermountain Succession Capital

Every business reaches a transition differently. Some owners are ready to retire. Others want liquidity while remaining involved in the company they built. In other situations, an existing management team may be ready to take on greater ownership and responsibility.

ISC can structure around each of those circumstances. Our goal is to understand what the shareholders, management team and business need from the transition and build the transaction accordingly.

For Owners

A Transition Built Around Your Goals

Selling a business does not have to mean choosing between walking away completely and continuing to run it indefinitely.

Some owners want a clean retirement. Others want to remain involved in the work they enjoy, step away from responsibilities they no longer want, or retain meaningful equity in the company's next chapter. We generally like seller rollover where it makes sense, particularly when the owner wants to remain connected to the business and participate in its future growth.

We also care about what happens to the management team and employees after the transaction. Where strong people are already in place, our preference is to build around them and preserve the culture, relationships and ways of working that have made the company successful.

For Management Teams

Greater Ownership, Responsibility and Room to Lead

In some businesses, the natural next owners are already inside the company.

ISC can partner with management teams seeking to acquire a business from existing shareholders, increase their ownership, or lead the company through its next phase alongside a new capital partner. Where appropriate, we can provide the equity, debt relationships and transaction resources needed to make that transition possible.

We want capable managers to have meaningful authority over the areas they know best. Ownership should provide capital, strategic support, recruiting resources and accountability while giving strong leaders room to run the business and participate economically in the value they create.

After the Close

Understand the Business Before Changing It

The first priority is to understand how the company actually works. That means spending time with people across the organization, from those doing the work in the field to the management team, so we fully understand the business before deciding what should change.

We do not arrive with a standard operating playbook. Over time, the opportunity may be to strengthen leadership, recruit people into roles where they can have greater impact, invest in systems or training, pursue acquisitions, or give existing managers more responsibility. Those decisions should come from understanding the business rather than assumptions made before closing.

Investing in People

We want to retain and develop the people who have helped make the company successful, give strong employees room to grow, and create opportunities for talented people to take on greater responsibility. We believe trust, autonomy and development can make a company both a better place to work and a stronger business over time.

Conservative Capital Structure

We size debt so the business can absorb a difficult year without the capital structure driving operating decisions. The company should retain the ability to invest, withstand difficult periods and make decisions for the long term.

Long-Term Orientation

No Predetermined Exit Date

We do not begin an acquisition with a predetermined exit date. If the company continues to perform well and ownership remains the right fit, we are comfortable continuing to own it.