What I’m looking for
A solid, profitable business whose owner is thinking about passing the torch.
- Sector
- Small and medium-sized manufacturing businesses.
- Size
- CAD $700,000–$2 million in EBITDA · 10–50 employees.
- Customers
- A loyal, diversified business-to-business (B2B) customer base.
- Location
- Greater Montreal and the broader South Shore area.
- Ownership
- An owner or ownership group considering succession, a business transfer or retirement.
- Team
- A strong team and sound operations that do not depend solely on the owner.
Your business doesn’t tick every box? If the essentials are there, I’d still like to hear from you.
About me
An engineer and consultant, committed to becoming a business owner.
An engineer by training, I have worked in structural analysis, industrial equipment design and project management. After earning an MBA at McGill, I spent two years advising manufacturing companies on strategy, operations and project management.
My comfort with technology, combined with my experience improving processes, has helped me find better ways of working in every environment I’ve been part of.
I also enjoy making things. From CNC woodworking to 3D printing, I design and build my own parts, from the initial idea to the finished piece.
Today, I want to put that experience to work in a business I will lead myself.
My approach
A serious, confidential process.
We start with a conversation about your business, your goals and your timeline. We can sign a non-disclosure agreement before sharing sensitive information. If our expectations align, we explore the next steps together.
- Full time
- I am focused full time on finding the right business and ensuring a smooth handover.
- Financing
- I have confirmed my financing capacity and can involve financial partners as needed.
- Confidentiality
- Every conversation remains confidential. We can sign a non-disclosure agreement from the first contact.
My commitment
Preserving what you’ve built. Planning the next chapter together.
Continuity
- Protect the people, relationships and know-how behind the business.
- Preserve the company’s identity, culture and local presence.
- Minimize disruption for employees, customers and suppliers.
A handover shaped together
- Plan for a 6–12-month transition, based on your preferences and the needs of the business.
- Transfer key relationships, knowledge and operating routines.
- Discuss a gradual exit, seller financing or a phased acquisition, depending on your goals.
Long-term ownership
- Lead the company personally as a full-time owner-operator.
- Invest selectively in people, equipment and systems.
- Build on the company’s existing strengths and the legacy you’ve created.
Contact
Let’s talk.
Whether you’re an owner, accountant, advisor or broker, if a business comes to mind, I’d welcome an introduction.
Every conversation remains strictly confidential.