NEW GRADIENTRespect for the work
We start by learning from the people who know the business.
For business owners
You’ve spent years building it.
We’re interested in what happens next.
We acquire established American service businesses and own them for the long term. Let’s talk confidentially about your business, your priorities, and the next chapter.
A long-term successor
Keep what makes it worth owning.
Permanent ownership
We are building for the long term, without a forced exit clock.
Practical support
Experienced operators and builders working under one roof.
The first 180 days
Learn first. Build from there.
A sequence of priorities, shaped around your business—not a rigid schedule. We begin with understanding and earn the right to change.
- 01
Understand the business
Ask why things are done the way they are. Learn what creates value and where unnecessary work gets in the way.
- 02
Earn the team’s respect
Assume the crew is competent. Learn the trade alongside them before proposing changes.
- 03
Strengthen trust and culture
Listen for unresolved frustrations, support the people leading the work, and rebuild trust patiently.
- 04
Introduce tools that help
Understand the workflow first. Introduce practical tools with the explanation and support people need to use them well.
- 05
Improve the customer experience
Help customers understand the service, build trust, and give them reasons to stay. Growth starts with doing the work well.
What we look for
Enduring businesses. Honest owners.
Enduring demand
Services people will need for decades.
Established operations
Real customers, experienced people, and a reputation earned over time.
Healthy businesses
Profitable operations with sound fundamentals.
American services
Essential work in the physical world.
Honest owners
A relationship built on trust and candor.
Faith-Driven
A business anchored in Christ.
Long-term potential
A business we can strengthen and own for the long term.
Common questions
Start with a conversation.
Are you a private equity fund?
New Gradient is a permanent holding company. We acquire businesses to operate and strengthen them over the long term, without a fund timetable requiring an exit.
What happens to my employees?
Our starting assumption is that the crew knows the business and is capable. Our plan begins with learning alongside them, understanding their concerns, and supporting the people leading the work. Retaining key people is an important part of acquisition planning; specific roles and arrangements depend on the business.
Will you change everything after closing?
No blanket overhaul is the starting point. We first ask why the business works the way it does, identify what should be preserved, and look for unnecessary work. Changes should follow understanding and trust.
Does bringing in AI mean replacing the team?
Our aim is to make good operators more capable and reduce avoidable work. The first-180-day plan puts learning the trade and strengthening culture before introducing technology. We evaluate tools against the work people actually need to do.
Who will operate the business?
New Gradient brings an internal team spanning operations, growth, software, and acquisition execution. We assess the business’s leadership needs before closing and discuss the operating structure as part of the transition.
Do I need to stay after the sale?
Your preferred role and the business’s continuity needs belong in the first conversations. The transition plan depends on the people and knowledge already in place; we work through that arrangement with you before closing.
Will you keep the company name?
We start by understanding the reputation and customer trust attached to the business. Questions about the name and identity should be discussed during the acquisition process, rather than assumed in advance.
Will you sell the company again?
We build for long-term ownership. There is no forced fund-life exit clock, while responsible decisions about a business still depend on its circumstances.
How quickly can a sale happen?
Timing depends on the business, diligence, financing, and the transition that needs to be put in place. We can discuss the steps and your priorities once we understand the opportunity.
What should I share first?
A short overview of the business, your goals, and the best way to reach you are enough to begin. Revenue and EBITDA are optional on the initial form. Please save detailed financial documents for a later conversation.
Confidential seller inquiry
Let’s talk about what comes next.
Tell us a little about the business you’ve built. We’ll review your note and follow up to understand your goals and whether there’s a fit.