Selling your business is not just a transaction. It is a decision about your people, your customers, and the legacy you built.
Across our 33 acquisitions and countless conversations, three themes emerge that often serve as catalysts for joining Vertus. These thoughts are what founders often contemplate when faced with the question, “What’s next?”
Why founders chose us:
1) “We wanted a permanent home, not a short-term owner.”
Founders want long-term ownership because it removes the invisible clock that often comes with private equity timelines: recap pressure, forced cost cutting, and the risk of layoffs or reduced R&D.
In his interview, Jason Pearsall (Founder, Club Caddie) said Vertus’ buy-and-hold-forever assurance was a major factor, especially after seeing competitors acquired and then squeezed.
What it changes for founders: more time building the business, less time fundraising or defending the roadmap.
Club Caddie came to Vertus with a strong team culture, a clear view of the market, and real momentum to scale. But the founder had also seen what happens when owners chase short-term returns: disruption, reduced investment, and cultural strain. That context shaped the decision. The hold-forever model mattered because it removed the “fundraising treadmill” mindset and made long-term bets feel possible. The result is simple: more time operating and building credibility in the market, and less time managing financing pressure.
2) “We wanted to protect our culture and legacy.”
Founders care about more than price. They care about whether the brand they built will still feel like itself after the deal.
Joe Hyman (Founder and CEO, Vizergy) shared that Vertus’ philosophy of preserving “the culture and legacy of the brand you built” resonated with him as he evaluated options.
What it changes for founders: confidence that the team, customers, and brand identity will not be “optimized” into something unrecognizable.
Vizergy’s founder emphasized something many sellers don’t realize until they are in the middle of it: terms are only part of the story. The process reveals the truth of the partnership. For Vizergy, culture preservation mattered, but so did clarity, transparency, and a well-managed path to close. That combination built trust and set the stage for a transition designed to preserve momentum, protect the legacy of the brand, and support what happens after close rather than disrupting it.
3) “We wanted more room to grow, without losing what made us successful.”
Founders want a larger platform, but not at the cost of autonomy, customer focus, or the values that got them there.
Greg Pasetta (President and CEO, Tangerine Global) described joining Vertus as values and vision alignment, with continued focus on innovation for customers as part of a longer-term journey.
What it changes for founders: the ability to keep investing in product and customers, while
gaining stability and scale.
Tangerine Global’s story is about continuity with a bigger runway. The team was mission-driven, focused on delivering value to customers, and they wanted growth without a new owner rewriting what already worked. Values alignment and a long-term view created confidence that innovation could continue without losing identity. With more stability behind the roadmap, the business gained room to invest in customers and product while staying true to what made it successful.
Read the Tangerine Story
What matters most to you in the next chapter?
If you are considering a sale, which matters most right now: legacy, growth, or certainty?
If you want a long-term home built for durability, we would love to learn your story.
