Acquisitions
A thoughtful buyer for established businesses.
We acquire founder-owned and privately held companies with a strong reputation and durable demand — and we intend to own them for the long term.
Seller situations
Every transition starts with a different reason.
We work with owners at many stages. What they share is a business worth protecting and a desire to see it continue well.
Retirement
You have built something lasting and are ready to step back. We provide a clear path and a gradual handover.
Succession
No family member or manager is ready to take ownership. We become the successor and develop the next leaders.
Founder transition
You want to move from running the business day-to-day to a different role — or a different chapter.
Growth partner
Demand is there, but systems, reporting and management capacity are holding the company back.
Majority acquisition
You sell a controlling stake and keep meaningful ownership in the company's future.
Partial liquidity
You want to take some value off the table today without fully exiting.
Structured transaction
Part of the value is paid over time, tied to the business continuing to perform.
Corporate carve-out
A parent company wants a dedicated owner for a division that is no longer core to its strategy.
Operational reset
The customers and reputation are strong, but operations need hands-on attention to perform at their potential.
Transaction structures
Structure that fits the situation.
There is no single right way to transfer ownership. We work with you and your advisors to find a structure that balances your goals, the company's stability, and responsible financing.
Every structure depends on the specific business, its financials and the outcome of diligence. Nothing on this page is an offer or commitment.
- Full acquisitionA complete transfer of ownership, with a defined transition period for you.
- Majority acquisitionDSVG acquires control; you retain a minority stake and share in future growth.
- Seller financingA portion of the purchase price is paid over an agreed period.
- Earn-out or deferred considerationPart of the value is linked to future performance — useful when owner and buyer see the future differently.
- Equity rolloverYou reinvest part of the proceeds and remain a co-owner.
- Carve-out of a divisionA clean separation of a business unit from its parent, with transition services as needed.
Acquisition criteria
What we look for.
Healthcare services are our primary focus. We are selective about other essential-service businesses, and consider them only where our operating model can create durable value.
Healthcare Services Primary focus
- Home care
- Behavioral health
- Assisted living
- Medical services
- Medical supply & DME
Essential services Selective
We consider a limited number of essential-service businesses where operating discipline and practical technology can create durable value.
Examples: HVAC and mechanical services, automotive services, facilities services, specialized B2B services.
If you are unsure whether your company fits, ask. We will give you a direct answer.
Business characteristics
The quality of the business matters most. We prioritize companies with:
- Established operating historyA track record through different economic conditions.
- Recurring or durable demandServices customers need on a regular basis.
- Employees and management in placeA team we can support and develop, not replace.
- Strong reputationLoyal customers, referral sources and a good name in the community.
- Identifiable improvement opportunitiesRoom to strengthen operations, reporting or systems.
- Seller transition support when neededWillingness to help with a responsible handover.
- Potential for long-term growthOrganically, geographically, or through add-on acquisitions.
Why owners choose DSVG
What makes us a different kind of buyer.
Owner-operators, not financial engineers
We run what we buy. Our value comes from management systems and operating discipline, not leverage or quick resale.
Long-term horizon
We do not buy on a fixed exit clock. That changes how we make decisions about people, customers and investment.
Continuity is the plan
Your employees, customers and company name are part of what we are acquiring. We treat them that way.
Practical technology
We bring automation and better systems that help your team work better — an advantage many buyers cannot offer.
Flexible on your role
Stay involved, step back gradually, or hand over completely. We plan the transition around you.
Discreet and direct
Confidential from the first call. Clear feedback early, so no one's time is wasted.
After closing
What happens after the acquisition.
The first months are about listening and protecting stability. Improvements follow — in the right order.
Listen
Meet employees, key customers and partners. Understand what works and why.
Weeks 1–4Stabilize
Secure payroll, cash flow, licensing, key relationships and continuity of service.
Months 1–3Measure
Establish clear reporting and a small set of meaningful KPIs.
Months 2–4Improve
Strengthen workflows, management routines and support functions.
Months 3–12Invest
Automation, new services, hiring and add-on acquisitions where they make sense.
Year 1 onward
Timelines are illustrative and vary with each business.
Considering a transition?
Tell us a little about your business by email. Everything you share is treated as confidential.