Operator-led acquisitions

You built more than EBITDA.

The next chapter should honor what came before it.

I started Puzas Capital to acquire good businesses from owners who care about what happens next. My goal is to protect what already works, support the people who made the company successful, and thoughtfully build from there.

Start a Confidential Conversation
See What We Look For

• Founder-first transitions • Long-term ownership • Pacific Northwest primary

Built around people, customers, and the legacy behind the numbers.

We look for businesses worth owning for the long term—not transactions worth flipping.

Why it matters

A transition is more than a transaction.

A sale has a price. A transition affects employees, customers, family, and the reputation you spent years earning. The best acquisitions protect what made the business valuable in the first place.

Protect the legacy

The name, reputation, customer trust, and operating DNA of a good business are assets—not obstacles to replace.

Respect the team

Great employees often know where the business can go next. The goal is to retain, empower, and invest in them.

Keep customers first

Growth that damages the customer relationship isn’t growth. Durable businesses win because customers keep choosing them.

Build the next chapter

Add structure, leadership, and discipline where useful—without fixing things that were never broken.

Acquisition profile

What we look for.

We prefer established businesses with durable economics, loyal customers, capable people, and a clear reason they should still matter ten years from now.

Established & profitable

A proven operating history with healthy, understandable cash flow and reliable financial information.

Repeat or recurring demand

Customers come back because the company cares about solving their problems and earning their trust.

Great people

A culture worth preserving and employees who care about the customer and the outcome.

Business Types

Specialized B2B services, specialty distribution, compliance or regulated businesses, and durable niches.

Typical size

Seeking businesses with $750K–$2M in EBITDA and $2M–$10M in enterprise value, with larger opportunities considered selectively.

Management depth

An established team and operating capability; a strong second-in-command or management team is preferred.

Defensible niche

Specialization, reputation, relationships, know-how, regulation, or another meaningful barrier to entry.

Room to grow

Commercial, operational, geographic, or leadership opportunities that can be pursued without changing the soul of the company.

Geography

Seattle–Tacoma and the Pacific Northwest. We also have relationships with trusted buyers and operators across the U.S. and Western Canada.

Capital & financing

We have equity capital, experienced capital partners, and established relationships for SBA and conventional acquisition financing.

Not a perfect fit? Reach out anyway.
Our criteria are preferences, not rigid rules. And when an opportunity isn't right for us, we have relationships with other experienced buyers and capital partners who may be a better fit.

Our approach

Clear, direct, and built around what comes next.

When there’s a fit, the process should be clear. We communicate plainly, avoid unnecessary complexity, and make sure you always know where things stand and what comes next.

01 / CONVERSATION

Start confidentially

Understand your goals, timing, business, team, and what a successful transition means to you.

02 / FIT

Learn the business

Get beneath the headline numbers to understand customers, operations, leadership, and what makes the business truly transferable.

03 / STRUCTURE

Build a workable deal

Develop a practical structure that reflects risk, continuity, the seller’s goals, and the needs of the company.

04 / TRANSITION

Carry it forward

Protect continuity first, then thoughtfully build the systems and growth opportunities for the next chapter.

About

An operator’s perspective on ownership.

I’ve spent my career helping teams, customers, and businesses grow, and I’ve reached a point where I want to put that experience into companies I can own and help lead for the long term. I’m not looking to buy something, strip it down, and move on. I’m looking for businesses worth being responsible for.

My background is in commercial leadership, complex enterprise relationships, and building teams around customers. Most recently, I led Avid Technology’s U.S. Pro Video business across major enterprise, media, sports, institutional, and
public-sector customers.

My approach to ownership is straightforward: understand why a good business works, protect what makes it valuable, work alongside the people who know it best, and add leadership, resources, and growth support where they can help the company become even stronger.

Customer-first, consultative operating style
Experience leading teams through complex, high-value sales environments
Bias toward autonomy, accountability, and strong management teams

“The goal isn't to buy a business and erase its history. It's to earn the right to carry it forward.”

— Mark Puzas

Let's talk

Planning what comes next?

If you’re planning for an exit in the next two to three years, I’d be glad to have a confidential conversation. You don’t need a broker, a formal process, or a final decision.

Confidential inquiries are welcome from owners, brokers, advisors, and trusted referral partners.

Tell Me About Your Business

A few details are enough to start a confidential conversation.

No sensitive information is needed at this stage.

Puzas Capital · Operator-led business acquisitions