Investment Thesis
What we’re building
A U.S. acquisition platform for e-commerce enablement and digital infrastructure, 3PL+ and logistics service providers, telecom/connectivity MSPs, and staffing solutions for fulfillment and last-mile. The common thread: contracted, recurring B2B revenue, operational levers we can quantify, and clear paths to liquidity.
Where we focus
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Geography: United States nationwide (not locked to any state); bias to secondary/tertiary metros with labor availability, favorable industrial real estate, and proximity to freight corridors/ports.
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Deal profile: $2-5M EV core (selectively to ~$10M) with sticky customer relationships, SLA/MSA-based revenue, and positive cash conversion.
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Business model fit: Asset-light to asset-right (racks, routers, rolling stock as needed), limited tech debt, and measurable service quality (on-time %, SLA hit rate, error rates).
How we buy (and de-risk)
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Sourcing that compounds: direct outreach to owners, broker partners, and ecosystem referrals (carriers, WMS/TMS/OMS vendors, fiber/wireless wholesalers).
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Underwrite cash, not narratives: retention and churn, NRR/GRR, SLA compliance, contribution margin after labor/facility, carrier/route economics, DSO/contra-charges, customer concentration.
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Capital stack built for durability: senior/A BL or SBA where appropriate, seller notes on proper standby, and aligned private capital (no fragile structures, no negative-control side letters.)
How we create value (repeatably)
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Commercial lift: pricing governance (accessorials, fuel, DIM factors), target NRR > 110% via cross-sell (3PL ↔ staffing ↔ connectivity).
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Operations: dock-to-stock time, pick/pack accuracy, order cycle time, on-time delivery %, shrink driven by SOPs, labor model tuning, and throughput per labor hour.
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Network & procurement: facility densification, carrier mix optimization, wholesale telecom rate cards, and volume rebates.
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Technology enablement: right-sized WMS/TMS/OMS, routing/slotting, EDI/API connectors; dashboards for margin per order, per lane, per site.
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Working capital discipline: DSO down, clean billing, claims control, inventory/packaging turns where applicable.
Investor alignment
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Co-invest, side-by-side: deal-by-deal participation at our entry price (subject to lender/SPV limits); no fees or carry at the SPV level.
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Transparency by default: lender-grade reporting, the same dashboards we use to run the business.
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Multiple ways to win: distributions when gates clear, optional annual buyback window (Y4-Y6, capped), and strategic sale/recap when scale and metrics command it.
Why this opportunity exists
Zooming out, the digital infrastructure value chain is still compounding: leading analysts project worldwide retail e-commerce to add trillions of GMV through the decade (roughly ~$6–7T by the late 2020s), while the U.S. 3PL market alone is forecast to reach ~$451B by 2030 (~9% CAGR). Always-on, mobile-native buyers and ubiquitous connectivity are producing loyal, repeat-purchase B2B demand; yet the infrastructure layers that serve them, 3PL+/fulfillment, e-commerce-centric telecom/connectivity, and staffing for omnichannel operations remain under-aggregated versus consumer brand roll-ups. That gap, in a sector still in secular expansion, favors a disciplined buy-and-build that professionalizes operations and compounds cash flows.
Ten-year ambition, near-term discipline
Build an international, high-integrity node network across 3PL+, staffing, and connectivity, three to five platforms in 24-36 months on the way to a durable $5-7M+ EBITDA engine. The engine is simple: buy well, operate better, de-lever on schedule, and convert operating excellence into compounding equity value.