sponsored by DealGen Partners: 

A quick intro, for anyone new here.

I'm Joe Zanca, and I run DealGen Partners. We outsource business development for private equity firms, family offices, and qualified buyers. We work as a partner, not as a vendor. In plain terms, we become your deal origination engine.

The work speaks for itself. On average, our clients are under LOI within the first 90 to 120 days. And we stand behind it: we'll bring you 10 qualified deals within the first four months, or we work for free until we hit that number.

So if you're looking for a new platform company to buy, or one of your existing platforms is looking to grow through acquisition, let's talk. We'll get into the industry, do a little market mapping, and start putting together a qualified list of targets.

Reach out to me directly at [email protected]

Nineteen mandates sit on our board right now. Read them back to back and the pattern shows up fast.

Backflow and cross-connection testing. Aftermarket electrical power services. Industrial equipment repair. Gypcrete flooring. Gunite and shotcrete. Environmental remediation and permitting. Municipal and police towing. Route-based services in Puerto Rico.

Not one of them is getting written up in a tech publication. That is the entire point.

A backflow testing firm exists because code requires the testing. The building owner does not get to decide whether it happens this year. One of our clients is hunting exactly that, plus plumbing, fire, and mechanical contractors carrying a material book of that recurring work.

Another wants aftermarket electrical power services with medium-to-high voltage capability. Their filter is recurring revenue above 50 percent, NETA certified technicians, W-2 workforce, founder owned. A commercial landscaping mandate we run screens for 85 percent customer retention, and would prefer 90.

Those are the filters serious capital uses now. Not growth stories. Durability.

And nearly every one of these industries is fragmented into hundreds of owner-operated shops, most of them run beautifully in the field and loosely in the back office. That gap is the whole opportunity.

The value in these deals does not get created at the closing table. It gets created after, when a company with excellent technicians and no pricing discipline finally gets a real finance function, a recruiting engine, and a balance sheet big enough to buy the shop across town.

Private equity and family office capital are not paying for what these businesses are. They are paying for what they become once they stop being small. The work of getting them there is unglamorous, which is precisely why the returns are still there.