Operator Lessons Learned
Every founder who has ever sold a business walks into a room they have never been in before. The deal is done. The wire has cleared, and it is no longer about valuation. It is about what comes next.
At Vertus Group, we have had the privilege of sitting across from founders, operators, and business leaders at exactly that moment. Over time, one thing has become clear: understanding the new opportunities while protecting what they worked so hard to build is paramount.
This is their story, in their own words.
Lesson One: The ownership model shapes the operating model
One of the most important decisions in any acquisition is not only who is buying the company, but how they intend to own it. Operators feel that difference quickly. A short-term owner creates short-term pressure. A long-term owner creates room to invest, improve, and think beyond the next reporting cycle.
Jason Pearsall, Co-Founder of Club Caddie, knew this pattern well before he chose his acquirer. He had watched it happen to competitors. And that awareness shaped everything.
“Vertus Group accelerated the trajectory of our vertical market software company, Club Caddie. Since being acquired in 2020, Vertus' brand legitimacy, advice, and best practices have helped us to double our revenue for three consecutive years. Our team is happier and our business is in a much better place.” - Jason Pearsall, Co-Founder & CEO, Club Caddie
The "hold forever" model removes that invisible pressure. Long-term ownership is not just a marketing phrase — it is an operating condition that changes what becomes possible.
Lesson Two: The process is a preview of the partnership
Joe Hyman had built Vizergy into a respected digital marketing force in hospitality. When it came time to consider what was next, he was not short of suitors. What he was short of was confidence that any of them would handle the most important thing, the culture and the people, with the care the business deserved.
“Vertus Group's philosophy of preserving the culture and legacy of the brand you built resonated with me. The process of working with Vertus was well-defined, managed with transparency, and the outcome was successful for all stakeholders.” - Joe Hyman, Founder & CEO, Vizergy
The due diligence process is not just about the acquirer evaluating the business. It is also about the business evaluating the acquirer.
Hyman’s reflection highlights something experienced founders understand well: the quality of the process often signals the quality of the relationship to come. A thoughtful, transparent approach gives owners greater confidence that they are choosing the right long-term home for their business.
Lesson Three: Autonomy matters, and so does support
One of the biggest questions founders carry into an acquisition is whether they will still be able to lead in the ways that matter most. Not just in title, but in practice. They want to know their team will still have direction, their customers will still be served well, and the vision they built will continue to move forward.
Des O’Mahony, founder of Bookassist, was clear about what mattered most to him. It was not simply the dollars on the term sheet. It was whether the future he had worked toward for years would continue after the transaction.
“Knowing that the company could continue to grow and the staff could thrive with further opportunities were key parts of the decision to be acquired. The buy and hold forever approach convinced us, as the business owners, that our vision for the company's future potential was shared.” - Des O'Mahony Founder & Chairman, Bookassist
The strongest partnerships create room for both autonomy and accountability. Founders and operators continue to lead their businesses, while also gaining access to expertise, resources, and best practices that can help unlock further growth.
Lesson Four: A strong transition protects what matters most
Jim Rowe, Former Director of Sales, Springer Miller Systems had been through acquisitions before. He knew how disruptive they could be, the politics, the uncertain loyalties, the team members who start quietly updating their resumes before the ink is dry. He had seen the damage a chaotic transition could do to a sales culture, to customer relationships, to morale.
What surprised him about Vertus was how little it felt like a disruption.
“I've been through several acquisitions in my career, Vertus Group's was the easiest. The communication and vision was clear and concise. The buy and hold forever strategy along with a software for life philosophy really resonated with me and others on the sales and marketing team. Working with a larger organization like Vertus Group provides opportunities to grow that just wouldn't exist within smaller stand-alone companies.” - Jim Rowe, Former Director of Sales, Springer Miller Systems · Current VP of Sales & Marketing, Jonas Chorum
His experience highlights an important truth: the right transition does more than close a deal. It creates the continuity, clarity, and stability needed to preserve what made the organization successful in the first place, while giving the team the support and scale to keep building after ownership changes hands.
Lesson Five: The people who grow fastest are the ones who stay curious
Paul Gillard’s career path within the Vertus network reflects the kind of growth that is hard to replicate in a standalone business. From VP of Sales at Jonas Club to President of Leonardo, his progression has crossed geographies, functions, and increasingly complex leadership roles.
What enabled that was not just performance. It was a willingness to keep learning, build relationships across the portfolio, and make use of the experience and perspective available through the wider network.
“As I have progressed through the ranks at Vertus Group, I've been grateful for the valuable support, opportunities and guidance that have contributed to my growth. The company's role in my journey has been significant and meaningful.” - Paul Gillard
Alan Threadgold’s journey reinforces the same idea from a different angle. From Club Manager in Ireland to General Manager in London, then VP of Operations in Toronto, and later returning to Dublin to co-lead the integration of Bookassist alongside its founder. By 2022, he was overseeing both Bookassist and Vizergy as a Group Leader. Today, he leads all of our European companies and has become a crucial part of our global expansion. His path reflects the kind of opportunity that becomes possible within a connected long-term operating environment.
“This journey has enriched me with unexpected growth, valuable connections, and the privilege of working within Jonas Software. Following the acquisition of Bookassist by the Vertus Group, I returned to Dublin to integrate and co-lead it with the founder.”- Alan Threadgold, Group Leader, Vertus
Vertus creates opportunities for operators who want to keep growing, broaden their perspective, and learn from others facing similar opportunities and challenges. That cross-portfolio visibility becomes a real advantage for leaders who are open to it.
What all of this adds up to
That is one of the clearest lessons across this portfolio: when the right acquirer is in place, operators who stay with the business after acquisition are not pushed to the sidelines. They are supported, trusted, and given the space to keep contributing in ways that matter. Their knowledge continues to shape the business. Their leadership continues to drive outcomes. And with the right backing around them, they remain a critical part of what comes next.
“Vertus Group's track record of managing and growing vertical market software companies convinced us that, among the range of offers on the table, this one was the right move.” - Des O'Mahony, Founder & Chairman, Bookassist
That is what makes the next chapter work. Not simply the transaction itself, but the environment created afterward. One where continuity is protected, capability is strengthened, and the people who built the business are positioned to help it grow even further.
The leaders profiled here are proof of that ,they did not just navigate change, they continued to build, lead, and create value because they were supported by an organization designed for long-term success.
Your company’s next chapter will be shaped by what happens after the deal.
If you are thinking about what comes next, Vertus Group would like to hear your story.
