I'm buying an established business.

My career started in IT at a manufacturing company, supporting the plant managers and production crews who kept the floor running. That world is exactly what I'm buying back into. Since then, my work has been in technology and operations: building and shipping products, leading engineering teams, and owning results, including guiding the technology side of a $95M acquisition and the systems integration that followed. Along the way, I learned how to run a team, make good decisions without perfect information, and improve a business by getting the everyday details right.

My own money has been on the line, too. I founded and self-funded a company where I owned every function and made the hard tradeoffs myself. That experience taught me the difference between running a department and owning the whole thing, which is the seat I'm stepping into as an owner-operator.

Owning a business means showing up. I'll be on site every day, backing the team and protecting what the owner spent a career building.

Why I'm buying. After years of building and operating, from supporting a manufacturing plant to leading technology through a major acquisition, owning and running a business is the clear next step, not another corporate job. Since finishing my MBA, where I focused on entrepreneurship, that decision has only gotten clearer. The goal is to find a solid, stable company and put everything into it: solving real problems every day, running things my own way, and building something that provides for my family. Ideally, it becomes a business to own for decades and one day pass down to the next generation.

What matters to me as an owner. Unlike a private equity fund, there's no exit timeline here. My priorities are looking after the team, keeping the relationships the owner built, and growing the business at a sensible pace. If you've spent years building something and you care where it ends up, that's the kind of owner I want to be for it.