A Waypoint, Not an Endpoint

I haven't been a CEO before, and I would never pretend otherwise. But for more than a decade, I have been learning how businesses work from the operator seat, across different functions, from selling to customers and building products, to leading large global teams, to modernizing established businesses and taking new programs and business models from idea through execution.

Throughout my life, people have trusted me with opportunities before I had the conventional experience for them. I have learned to treat that trust as something to earn, and to work very hard to prove it was well placed.

Leading a business would be the biggest version of that responsibility yet. I would not expect your trust because of where I went to school or where I have worked. I would expect to earn it.

I am backed by a group of experienced entrepreneurs, operators, and investors who have built, led, and invested in businesses themselves. They bring capital, perspective, and experience, but I will be the person leading the company day to day and taking responsibility for its performance.

I value having people around me who have seen these situations before and can offer advice when it is useful. But the relationship you are building is with me, and I intend to be the one showing up every day to lead the business.

Many private equity and strategic buyers are evaluating a business as one investment among many. I am a builder at heart, and I got into this line of work to continue building at scale, not become an investor. I am looking for one business to personally lead for the long term. Waypoint was built around that focus.

I have a committed group of investors behind my search who have supported acquisitions like the one I am pursuing. I will work with them, along with experienced legal and financing partners, to structure and fund the transaction. You will know early who is involved, how the deal is expected to be financed, and what the path to closing looks like.

Your employees are often a big part of what makes the business valuable in the first place. My goal would be to build on what is already working, not disrupt it for the sake of change.

There is no one right answer. Some owners want a clean break, while others want to stay involved, retain some ownership, or remain connected to the business in a different capacity. I want to understand what you want your role to look like and work toward a transition that reflects that.

Not without your permission. I understand how sensitive these conversations can be. I would not contact your employees, customers, or other key relationships without discussing it with you first and getting your approval.

You do not need to have made a decision before reaching out. I am happy to start a conversation wherever you are in the process, whether you are actively considering a sale or simply thinking about what the future might look like.