Pre-Deal Preparation

Jump Start Your M&A Process

Expert M&A Advisory for the Staffing and Recruiting Industry

Staffing Venture Capital is a Mergers & Acquisitions firm with a niche-focus on transactions within the staffing sector.

M&A deals look different in every industry. By focusing solely on the staffing and recruiting niche, we provide clients with expert advisory that considers the nuances and best practices unique to this particular field of business.

The M&A landscape is constantly changing, and it’s our job to stay on top of it. Explore the ways you can surpass your business goals with SVC.

The Art of the Deal


Introductory Stage

Initial calls are set up with SVC to define goals, timelines, fee structure, and partnership expectations.


Setting Agreements

A non-disclosure agreement (NDA) and seller’s agreement are drafted. The terms of these contracts are discussed and signed once agreed upon.


Information Gathering

A Confidential Information Memorandum questionnaire is requested from the seller client. An online data room is set up, which is used to store sensitive documents such as financial statements.


Teaser and Business Summary Creation

SVC creates a blind teaser and business summary that highlights the seller company’s key information and investment thesis.


The Art of the Deal


Market Phase

The blind teaser is sent to prospective buyers, while the business summary is only provided upon the signature of an NDA. SVC then goes to market to our database of 10,000+ buyers



When a buyer wants to move forward with the purchase, a Letter of Intent (LOI) is submitted. This document defines the purchase price, deal structure, payment terms, and other pertinent transaction details.


Due Diligence

The seller’s company is officially taken off the market when due diligence begins. This phase is a full audit on the business before the deal closes.


Deal Close

When due diligence is completed, a purchase agreement is executed. The business is transferred to the new owner, and commissions stipulated in the seller’s agreement are paid.

Due Diligence Checklist

Get the highest possible valuation for your company by setting all the pieces in place before going to market.


Financial Statements

Ensure that your income statements, balance sheets, and cash flow statements are in order.

Client Information

Prepare a thorough list of your customers in all market segments.

Tech Landscape

Your technological infrastructure can significantly add to your company’s valuation.

HR and Personnel Info

Define your key talent, from executives to supervisors and managers.

Business Plan

Establish your firm’s profitability by presenting a business plan for the next few years.

Investment Thesis

Define your company’s key selling points and identify what makes it a lucrative purchase.

Testimonials and Transactions


Chris Eales

President and CEO, Premier Healthcare Professionals

“I am profoundly grateful for all the tireless work that Eric has put into finding a buyer for PHP. I personally thought that I had a strong work ethic until I met him.

His knowledge of the industry, energy, and his friendship and direction are unequaled.
I am truly honored to know him and am grateful for all he has done on my behalf.”


Frank Green

Principal Manager, ExecuSource

"For anyone considering a merger, acquisition or investor I would highly recommend Eric and his team. Eric truly listened to my objectives and introduced me to firms whose values, strategy and culture were in line with my own.

I could not be more pleased with my successful partnership, and I appreciate the time, effort and care that Eric offered me during the process.”

Testimonials and Transactions


Michael Cooker

Vice President, Mercom Group

"I have yet to meet another person with Eric’s expansive knowledge on both M&A and the staffing industry. This knowledge proved invaluable when I came to him with the intention of putting my firm up for sale.

I was impressed by his wide-range of connections as he introduced me to various potential buyers until we found what I believed to be the perfect match."


Mike Gilles

CEO & Partner, CV Resources

"My objective was to provide growth capital and back-office expertise to a staffing firm with a business development-focused owner willing to continue on as a partner. Eric has done much more than making a connection between buyer and seller. They are an invaluable resource throughout the entire process. Our goal is to grow aggressively, and I won’t hesitate to use SVC to help us with our M&A.

SVC found me a great company with a partner that is a perfect complement to my skill set as a finance and operations executive."
Previously published on Forbes

Five Strategic Steps Toward Business Recovery

Due to economic difficulties brought on by the pandemic, many businesses have shut down since 2020. But when forecasts were released discussing a post-pandemic recovery in the global economy, many other business owners became optimistic and set high targets for 2022. Yet, despite the initial signs of business recovery, many were unprepared for the challenges they’ve seen this year, including lingering supply chain constraints, exorbitant energy prices and a looming recession. Here are five ways to help your business recover and thrive as we move forward in these trying times.

Embody grit.

According to Merriam-Webster, grit is the “firmness of mind or spirit; unyielding courage in the face of hardship or danger.” This character trait is a must-have for every business owner in today’s business landscape.

I believe snack manufacturer Hostess shows us how this characteristic could help turn a business around. In 2012, the company filed for bankruptcy and shut down for good, according to the New York Times. Despite this, Apollo Global Management and C. Dean Metropoulos of Metropoulos & Company acquired Hostess Brands in 2013 and began rebuilding the company. They succeeded, and the company was acquired in less than four years in a deal estimated to be worth $2.3 billion. Metropoulos and Apollo earned 13 times their investment, the Times also reported.

All businesses go through trying and difficult periods. It’s in these times that leaders must step up and choose to embody grit over succumbing to fear. Sometimes you’ll have to rebuild through the mess or let go of your pride and seek outside help. Have a clear vision about where you want your business to be and commit to achieving that, no matter the circumstances.

Clarify your strategic and tactical plans.

Without a solid strategy and definitive action plan, even the grittiest businesses could not survive and thrive. A key aspect of business recovery is creating a solid strategy with actionable steps to turn things around. This starts with a clear vision, defined objectives and realistic targets. Once you’ve defined your goals, develop a feasible strategy with applicable actions and work toward them.

Remain transparent and align managers with your objectives so that all teams in the company work toward the same goals. Keep in mind that success doesn’t happen overnight, and little steps make a massive impact over time.

Relentlessly listen to clients.

The best business decisions are made when you try to understand how your customers feel about the product or service you deliver—and you adapt accordingly.

For example, when the pandemic came about, FedEx appeared to understand the problems its different customer bases were facing, as the company implemented programs to support customers. One such program included discounts for small businesses and resources for dealing with the pandemic.
Previously published on Forbes

Five Strategic Steps Toward Business Recovery

Actions like these can not only help a business earn revenue but also support customers. Remember: Your clients are some of your most valuable stakeholders. Dedicate resources to be more engaging with your customers and receive valuable feedback. To start, encourage reviews, and take note of what your customers say online.

Build unity among teams.

In 2016, Google researchers launched Project Aristotle and set out to answer the question: What makes a team effective in Google? The team spent almost three years collecting data on select groups of Google’s employees. They reached the conclusion, “In the best teams, members listen to one another and show sensitivity to feelings and needs,” the New York Times reported. Google has also said there are five dynamics that set successful teams apart: psychological safety, dependability, structure and clarity, the meaning of work and the impact of work.

These five dynamics create a safe and nurturing work environment that produces hardworking teams capable of creating innovative solutions to extraordinary challenges. To build this unity and encourage camaraderie among your own workforce, I suggest encouraging supervisors to create opportunities to build friendly relationships among their team members. This can include mental health check-ins, team lunches and projects that require collaboration among certain individuals.

Practice consistent self-reflection.

A strategy, action plan and the passion and perseverance to see your long-term goal to its completion are critical components to overcoming ever-changing business challenges. But self-reflection is just as essential. It helps you learn from mistakes, develop yourself and create a more collaborative work environment for you and your team.

Self-reflection allows you to assess how you impact every aspect of your business. Being self-aware involves noticing how your personal beliefs, opinions and values affect your decision-making and responses in team discussions. Taking account of this helps temper your biases and maintain objectivity. It’s equally valuable to be mindful of the way your words and actions affect your team. Observe how others react when you speak, and, when possible, ask your team members about the best ways to communicate with them.

Most importantly, be accountable for your findings based on your self-awareness exercises and how you may contribute to the problem in team activities. Make a conscious effort to correct and improve how you react to better the team’s outcome in discussions and activities. Creating a safe and nurturing environment allows your people to flourish and shine, providing you with the best ideas and performance crucial to regaining balance and success for your company.

While it’s a volatile time to be a business leader, there are things you can do to help your business succeed. Commit to managing your business in a holistic way, and you’ll be able to face any unfavorable incident that arises.
Previously published on Staffing Industry Analysts

What You Should Look for in a Staffing M&A Advisor

As a staffing firm owner looking to exit, it might be tempting to sell your business on your own, especially if you are knowledgeable about the M&A process. However, selling a company takes a large amount of time and effort that could be placed into running the business at its optimal state, which could ultimately lead to a higher valuation. Having an M&A advisor as a partner in the sale of your staffing firm is a way to go to market without hampering current business operations. You want an advisor that can do the following:

Source a larger pool of interested buyers.

While you may already have a list of potential acquirers, you can expect an M&A advisor to have a much larger network of buyers. An M&A advisor can point you in the direction of buyers that may provide you with a much more lucrative deal than what you could have gotten with the list you started with. In addition to a large pool of acquirers that they are certain are looking to make a purchase, advisors are industry experts. They are aware of any parameters that might be set in place that will give you an advantage over another firm. Matchmakers in business, your advisor already knows how to match your ideal deal structure and synergies to a buyer looking for the exact opportunity. An M&A advisor’s network includes strategic and financial buyers, local and international firms, as well as private equity groups in various industries.

Protect your interests.

It is important to keep the sale process of your staffing firm confidential because it could potentially lead to losing employees, candidates and important clients should news get out that your company is looking to be acquired. Promoting the sale of your company yourself can likely pose a challenge and compromise the sale’s confidentiality. An M&A advisor stands as a middle man between your company and all potential acquirers, ensuring the discretion of the deal by providing non-disclosure agreements before revealing your company’s identity.
Previously published on Staffing Industry Analysts

What You Should Look for in a Staffing M&A Advisor

Negotiate to maximizing the deals for you.

M&A Advisors help create a competitive bidding environment for you and your staffing company and negotiate favorable deals on your behalf. The financing of deals is usually broken down into parts, and it’s an advisor’s job to negotiate for the most beneficial deal structure for both buyer and seller. When planning a deal structure that works best for you and your acquirer, advisors take into consideration your incoming contracts that will increase revenue within the next couple of years. An M&A advisors’ top priority will be securing a deal that will maximize value beyond the purchase price and create a synergistic deal environment from start to finish.

Provide valuable resources.

When selling your staffing company, it is important that your potential buyers know the full value of your firm. An M&A advisor can walk you through the marketing process and package your business for sale by creating decks and presentations that highlight your company’s background and achievements. When you work with an M&A advisor, you ensure that your company is being presented to sellers in the best light. Having a competent M&A advisor mediating between you and your buyers also gives credence to your firm’s credibility.

Choosing an Advisor with Expertise
in Staffing & Recruiting

Many M&A advisors facilitate deals in a variety of industries, but it would be an added advantage to work with an advisor with a specialty in Staffing & Recruiting. A niche-focused M&A advisor has targeted industry knowledge, a vast connection of industry-specific contacts, and a better understanding of M&A deal flow in the Staffing & Recruiting industry. With this expertise, your chance at a lucrative deal is significantly heightened.

By working with an M&A advisor, you can worry less about generating buyer leads, marketing your business for sale and maintaining confidentiality during the sale process. Your advisor’s top priority is making sure that your business is sold for the highest valuation and best deal possible while giving you the time to continue working on the success of your staffing firm.
Previously published on Staffing Industry Analysts

Avoiding Due Diligence Downfalls

Due diligence is an integral part of any business sale, and also the likeliest stage for a deal to fall through. This is the stage in an M&A process wherein both buyer and seller companies come into intense analysis of the other to see if the purchase is indeed a fit for both parties involved. According to Forbes, 50% of deals end up in failure during due diligence. While this is a steep ratio, you can avoid this when selling your company by being well-prepared to make an exit. Here are things you need to keep in mind to avoid a due diligence downfall.

Take Your Time Before Going to Market.

Some owners suddenly decide to sell their companies due to various reasons that may include age, burnout, problems with partners, current business climate and the like. Whatever your reason may be, do not rush into putting your company to market. Other than impacting the possibility of an optimal deal, rushing to get a sale could lead to a myriad of problems down the line of the acquisition process. Put a plan in place before getting in touch with any potential buyers. It greatly helps to engage with an M&A advisor to facilitate the deal and keep things in check. Being impulsive and getting ahead of yourself can result in an abundance of missteps that experts can easily solve. Make sure you do not disregard important issues for the sake of a quick paycheck.

Clean Your Books.

One of the first things a buyer looks at when purchasing a company is the seller’s financial records. Get your books together and make certain that there are no inconsistencies in your data. Disorganized records can lead to unnecessary questions which can be easily avoided by being thorough with your records and balance sheets. It also helps to to have your books converted to GAAP (generally accepted accounting principles), as this is more widely accepted by major investors.

Keep in Mind the Buyer’s Due Diligence Process.

Every buyer has a different way of going about the due diligence process. Keep in mind that buyers have most likely done their research on you and your company even before getting in contact with you. As a seller, you will have many questions and concerns regarding every potential buyer, and you must be aware that a buyer comes into a transaction with these in mind as well. It’s imperative to prepare yourself for any questions that may arise during this stage.

Disclose All Critical Information.

When presenting your company to a buyer, it is crucial to disclose any and all critical information that could lead to potential issues that are unearthed during due diligence. This includes vexing customer contracts, any ongoing litigation or complicated receivables. If your company has had problems in the past or has any pending issues, lay all your cards on the table with your potential buyers right from the beginning. Other than weaknesses that are known, make an effort to find those that have not yet been discovered. A great deal of surveyed brokers have said that most problems can be handled as long as they are informed at the beginning of the sale process, so it is imperative that these potential issues are divulged. Any unexpected problems that arise without being disclosed beforehand could lead to distrust and questioning your credibility.
Previously published on Staffing Industry Analysts

Avoiding Due Diligence Downfalls

Provide Realistic Forecasts.

All buyers would like to ensure that their investment will eventually reap benefits, and your company’s financial projections will play an immense part in considering the purchase of your company. There is a tendency for sellers to overshoot the value of their company. To avoid this, make sure that your financial forecasts are realistic and that there is sufficient historical data to back it up.

Brief Partners and Employees.

A buyer may choose to speak with certain members of your organization, and it is compulsory that they are well-informed that a deal is about to develop. Ascertain that key executives and employees will stay in the company after it is acquired, and create incentives for them to do so. Be prudent in disseminating information to key employees, agree on exit strategies with stakeholders and ensure a seamless transition after acquisition. When the most important members of your company are fully cooperative in the due diligence process, you can be assured that any questions from a buyer will be efficiently answered and that your best employees will comply towards the success of the deal.

With the right amount of preparation, transparency and dedication to get the deal done, you can avoid a fallout during the due diligence process and come out with an advantageous deal.

Previously published on Staffing Industry Analysts

Mistakes to Avoid When Selling Your Staffing Firm

In the business of mergers and acquisitions, only around 10 % to 20% of companies that go to market complete a transaction. This may be a result of many external factors such as the current market or overall economy. Though the current economic state plays a large role in the undertaking of selling your staffing firm, one of the more important factors that impact a sale is how you decide to prepare for the sale process. Without laying the proper groundwork before seeking acquisition, you may make critical mistakes that could have been easily avoided beforehand.

Any potential issue must be addressed early on to avoid problems that could disrupt the deal process. Through meticulous planning, these issues may be mitigated, but only if you’re aware of the mistakes to look out for during the sale. The most successful M&A deals are those that have been executed with the least risk. In order to lessen these risks, keep in mind the following mistakes to avoid when selling your staffing firm.

Not knowing the value of your staffing firm.

Before even going to market, you likely have a figure in mind that you aim to receive for the sale of your firm. There is nothing wrong with pricing your staffing firm the way you best see fit, but it is common for business owners to expect a higher value for their firm than what buyers are willing to pay. Take into account that different acquirers will assign varying values to your staffing firm depending on what they deem acceptable at that moment in time. It’s not unusual for business owners to overshoot the value of their company due to its history and emotional significance. As difficult as it may be to cast aside your emotional attachments to your staffing firm, it is important to develop a full range of accurate values even before beginning the sale process. An objective valuation from a third party is helpful in determining the most accurate amount to ask from buyers. Once you’ve identified an appropriate and accurate valuation for your staffing firm, only then can you address the steps that could lead to increasing its value.

Neglecting the day-to-day running
of your staffing company.

During negotiations and shopping for buyers, stakes run high and emotions can get in the way of running your day to day operations. It may be easy to get caught in the crossfire and excitement during the sale process of your staffing firm, but it is of utmost importance to not let it get in the way of running your business.

If a buyer is interested in your staffing firm because they see potential such as your profit increasing in the next couple of months or having another client hop on board, it is important you stay on top of those expectations and goals. If you take your eye off the ball for too long, it could lead to losing current and potential business which in turn would lower your firm’s valuation. Staying consistent and making sure your staffing firm runs as smoothly as possible is key to ensuring it stays in its prime throughout the sale process.

Previously published on Staffing Industry Analysts

Mistakes to Avoid When Selling Your Staffing Firm

Not creating competitive pressure.

It can be beneficial to begin the sale of your staffing firm with a list of preferred buyers, a few of which may have even shown interest in your firm in the past. Though it might be tempting to jump straight into a deal with an acquirer that is ready to make the purchase, it is important to create a sense of competitive tension by piquing interest from other potential buyers.

It is necessary to speak to multiple buyers and receive a range of offers for your firm. If a potential acquirer senses that they are the only ones with an offer on the table, they could take advantage of your lack of interested buyers and offer you a price lower than what you might have gotten if they felt there was a sense of competition.

Negotiating ineffectively during critical stages of sale.

It is critical to stay vigilant and attentive to all details that go into the negotiation process. You’re in a good position to negotiate during the exploratory stage of back and forth conversations with potential buyers, but once a Letter of Intent is signed, the advantage swings towards the buyer. Though an LOI is typically non-binding, it usually stipulates that the seller cannot pursue further leads for a certain exclusivity period. As a staffing firm owner, it is extremely important that the terms of the LOI fit your deal requirements including price, length of the exclusivity period, payment terms and more. Negotiating during this stage is fundamental in ensuring that you get the most lucrative deal possible.

Not considering your staffing firm’s life-after-sale.

If you are seeking retirement or a quick exit from your company after its sale, it is imperative that you plan for the firm’s future after your departure. Your firm’s success and potential for growth in the future are big selling points to potential buyers, which means that your systems, service and executive team must be able to perform its best even when you are no longer at the helm of your company. Properly positioning your staffing company for sale is crucial in ensuring you and your company’s future is secure. Thinking about how you can help the company run post-sale can be helpful to both you and your future acquirer, whether or not you plan to stay on after the sale.

While there are a handful of mistakes that you might make during the sale process, keeping these oversights in mind and working with the right team and consultants will help you avoid critical problems during the sale of your staffing firm.

Previously published on SVC Blogsite

Reasons to Sell Your Staffing Firm

Every staffing firm owner will have to let go of the business sooner or later. You’ve likely given some thought into cashing in on your business or finding a partner to help boost performance. Selling your staffing firm doesn’t always mean retiring or letting go, sometimes, it means catapulting your company to greater heights. If you’re thinking of selling or seeking investors, here are a few reasons to consider moving forward.

Return on Investment.

There’s no better way to reap the rewards of your hard work than selling your staffing firm. Apart from the return on your capital investment, you can earn a hefty sum from the years of dedication you’ve put into your business. Many buyers are willing to pay a premium for established staffing firms with a proven track record and exceptional management.

Prompt Business Growth.

No matter how well a business is performing, a plateau is inevitable without added growth capital somewhere along the way. Consider selling some equity if you’re not up for investing additional personal funds into your staffing firm. Finding an investor injects your business with funding to propel your business forward.

Leverage Market Conditions.

M&A in the staffing industry is seeing an uptick after a brief decline during the pandemic. With 324 reported transactions in the staffing space for 2022, now is the time to maximize potential valuations. Staffing firm owners that are pondering their exit might want to make moves during these favorable market conditions.

Reduce Risk.

Running any business involves a significant amount of risk. If you are eager to expand your staffing firm while lowering possible loss, taking on a seller or an investor helps mitigate the challenges that come with making big business changes. Expansion efforts such as moving into new markets or offering new services will always entail a considerable investment. Working with an investor can significantly lessen the amount of risk on your end alone.

Complementary Partnership.

Partnering with another company that complements your staffing firm is a strategic way to ensure that your business continues to thrive. A merger can be an efficient way to propel areas of your company that need improving, such as market share or diversified service offerings. Whether you plan on exiting or staying on board, your staffing firm’s capabilities and reach may be potentially amplified with the right buyer or investor.

Apart from personal reasons such as the pursuit of other opportunities or retirement, seeking investors for your staffing firm has many benefits as well. Consider your many growth options through M&A and work with an advisor with niche industry expertise in the staffing space.