Industries where institutional financial leadership compounds.
We work with privately held operators across sectors that share a common pattern. Real operational complexity, real capital decisions, and real upside from sharper financial thinking.
Privately Held Operators
Owner led and family owned companies focused on the long game, not a quick exit. The financial questions get sharper as the business scales.
- Owner compensation and tax efficient structures
- Cash flow visibility and forecasting
- Capital structure for the next phase
- Succession and exit planning groundwork
- Professional management hand off
Trucking & Logistics
Asset based carriers, freight brokerages, last mile, and intermodal operators navigating margin compression, fleet expansion, and operational complexity.
- Margin compression and cost per mile
- Fleet expansion and equipment financing
- Driver profitability and retention economics
- Lane, route, and customer profitability
- Fuel volatility and working capital
B2B & Professional Services
Service firms, agencies, consultancies, and recurring revenue operators with real operational complexity and the financial questions that come with growth.
- Unit economics and gross margin discipline
- Recurring revenue forecasting
- Capacity, utilization, and pricing strategy
- Multi entity and multi location reporting
Medical & Healthcare Practices
Dentists, chiropractors, specialty practices, and other licensed professionals running real businesses, with real overhead, real staffing economics, and real capital decisions.
- Practice profitability and provider productivity
- Equipment financing and expansion planning
- Payor mix, collections, and revenue cycle visibility
- Owner compensation and tax efficient structures
- Acquisition, partnership, and exit readiness
Trades & Field Services
Construction, contracting, HVAC, plumbing, electrical, and home service operators scaling crews, equipment, and routes.
- Job costing and project profitability
- Working capital and progress billing
- Crew utilization and route economics
- Equipment financing and replacement cycles
Distribution & Wholesale
Inventory intensive operators with real working capital dynamics, vendor terms, and customer concentration to manage.
- Inventory turns and carrying cost discipline
- Vendor and customer terms strategy
- SKU and customer profitability
- Warehouse and logistics cost analysis
Hospitality, Food & Retail
Multi unit operators where small percentage points compound across thin margins, high labor, and tight inventory.
- Unit level economics and labor discipline
- Cost of goods and waste tracking
- Daily, weekly, and monthly operating cadence
- Expansion modeling and site level forecasting
Real Estate Operators
Operators running income producing real estate, property management, and small portfolio holdings.
- Property and portfolio level reporting
- Debt strategy and refinancing analysis
- Cash flow forecasting across properties
- Acquisition and disposition support
For the search, the close, and the first 100 days.
Entrepreneurs through acquisition do not need a private equity back office. You need a finance partner who has read the same CIMs you are reading, has built the same buy side models, and can stand up a real finance function the day you take the keys.
Jonathon was on the search side himself. He has torn apart CIMs, built buy side quality of earnings, and modeled deals from both sides of the table. GA offers ETA buyers clarity on what they are actually buying, and the operating finance to run it once they own it.
Talk through a deal →CIM teardown
We break a confidential information memorandum down into the parts that actually matter. Run rate revenue, real gross margin, owner add backs, customer concentration, and the gap between presented adjusted EBITDA and what the business actually earns.
Buy side quality of earnings
An independent buy side QoE that pressure tests the seller's numbers. Normalizes earnings, validates working capital, and surfaces the items that should move price, terms, or whether you walk.
Operating plan and 100 day finance build
From the moment the deal closes you need a forecast, a cash plan, a reporting cadence, and a debt service view. We build the day one finance function so the first 100 days are about operating, not about plumbing.
Lender and seller note posture
SBA, conventional, and seller financing all have different reporting expectations. We translate your business into the financial story each capital source needs to see, before and after close.
Bring institutional thinking to your next decision.
A 30-minute strategy call to pressure-test the financial questions in front of you, no pitch, no obligation.