A proven leader ready to

ACQUIRE AND GROW ONE GREAT BUSINESS

me

Who I Am

After earning a BS in Chemical Engineering from Villanova University, I was commissioned as an officer in the United States Navy. Over seven years of active duty, I served as a program manager, operations manager, HR lead, and nuclear engineering manager — roles that demanded high-stakes decision-making, team leadership, and operational excellence.

While finishing my service at the University of Notre Dame, I earned an MBA with a focus on entrepreneurship and leadership. I built those skills for one purpose: to own and operate a great small business. I'm not a financial engineer. I'm an operator — someone who will show up every day to lead your team, serve your customers, and carry your work forward.

Why Me

Your business won't be one of a dozen deals. It's the only deal — my sole investment, my livelihood, and my full-time focus from day one. I'm not here to flip it or absorb it into a larger portfolio. I'm here to build on what you started.

What I Look For

A profitable, stable business with a great team — and an owner who is ready to hand over the reins. Whether you're planning for retirement, seeking a better work-life balance, or simply ready for the next chapter, I'm looking for a company whose best days are still ahead of it.

How It Works

It starts with a conversation. Over a series of calls and meetings, we'll determine whether there's a genuine fit — for you, your team, and your business. If there is, we'll work together to agree on terms and navigate the diligence, financial, and legal steps required to complete a smooth transition.

I am a different kind of buyer.

When you sell to Hamon Capital, you're partnering with an entrepreneur — not a firm. I intend to personally run your business, not manage it from a distance. That means my goals are aligned with yours in ways that private equity and strategic buyers rarely are.

Hamon Capital Private Equity Strategic Buyer
Your Company My sole investment. I show up every day — from signing to running the business. Your company gets 100% of my focus. One of many companies in a large portfolio. One of many business units inside a large company.
Your Role Flexible — stay involved as much or as little as you want. Often required to stay on, with more accountability than before. Typically absorbed as an employee.
Focus Sustainable growth. Protecting what you built. Maximizing returns through financial engineering and cost-cutting. Achieving synergies — usually by cutting costs and headcount.
Time Horizon Long-term. I'm not planning to sell. Short-term. Typically exits in 3–7 years. Varies, but rarely prioritizes your legacy.
Governance A dedicated owner-operator making decisions with your team. Distant investors focused on financial performance. Corporate bureaucracy.
Deal Terms Flexible and tailored to your needs and timeline. Complex structures designed to favor the fund. Structured to protect the acquirer.

Strategic buyers and private equity firms often acquire businesses to cut costs, restructure operations, or resell for a profit. I believe a business is worth more than that — worth more than its balance sheet and more than a short-term exit. What you've built has real value for your employees, your customers, and your community. I intend to honor that.

Transition with Confidence

Selling a business you've built takes courage. You deserve a buyer who treats it with the seriousness it deserves.

I don't follow a private equity playbook. I'm not a banker or a financial engineer. I'm a leader — and I believe that clear vision, operational discipline, and genuine respect for a company's culture will do more for long-term growth than any clever financing scheme.

  • I'm not here to fix what isn't broken.
  • I'm not here to tell you what you did wrong.
  • I'm here because of everything you did right — because what you built has real value and makes a real difference in the lives of your employees and customers.

What I Look For

A Healthy, Stable Business
  • A loyal customer base
  • Three or more years of profitability
  • At least $300K in annual profits or seller's discretionary earnings
In the Following Industries
  • Engineered component manufacturing — defense, medical, and scientific equipment
  • Testing services — non-destructive testing, calibration, and inspection
  • Hardware, firmware, and software development
  • Industrial automation and repair services
  • Other adjacent industries considered on a case-by-case basis
With a Great Team
  • Engaged employees with strong middle management (depending on company size)
  • An owner who is ready to step back and hand over the reins
Based in New England, United States

Let's Talk

If you're thinking about a transition, know someone who is, or just want to start a conversation — reach out. There's no commitment, no pressure, and no timeline. Just two people figuring out if there's a fit.

dan@hamoncapital.com