Business investor & deal connector
Most business owners never actually sell. We change that.
I invest in businesses and connect sellers with the right buyers. Whether you're trying to exit or acquire, there's a smarter path than the one most people take.
of businesses listed for sale never close a deal. Our work focuses on that gap.
Two ways we work together
For sellers
Biz Selling Lab
Most sellers list their business and wait. We work with you before you go to market to maximize your chances of actually closing — with a buyer who's the right fit.
- Position your business for a real buyer, not a tire-kicker
- Connect you with vetted buyers already looking for what you have
- Structure a deal that works for both sides
For buyers
Biz Buying Lab
Buying a business is one of the best ways to build wealth — if you buy the right one. We help first-time and repeat buyers find, analyze, and close deals with less guesswork.
- Find deals that fit your goals and capacity
- Analyze financials and red flags before you're in too deep
- Navigate the close with a clear framework
The buyer network
deals closed in 20 weeks by one active buyer group
Currently acquiring
businesses acquired by one partner in 5 years
$290M paid to sellers
of transactions processed by a portfolio-focused buyer group
Experienced operators
The market context
small businesses owned by baby boomers expected to retire in the next decade
Generational transfer
in business assets expected to transfer hands in the next 10–15 years
Wealth in motion
of business owners have most of their net worth tied up in their business — with no exit plan
The exit gap
Case study — seller side
Finding the right buyer for a commercial cleaning business in Los Angeles County
The seller had been running a profitable hood cleaning operation for over a decade. Strong recurring revenue and a solid client base, but the listing had been sitting with no serious traction. The asking price was reasonable, but the positioning wasn't connecting with the right buyers.
We reframed the opportunity around the business's most attractive characteristics: recession-resistant demand, compliance-driven repeat contracts, and a lean owner-operated structure that a new owner could step into or delegate quickly. Then we took it directly to buyers in our network who were specifically looking for service businesses with predictable cash flow.
Within a few days, the seller was in conversations with two qualified buyers. The deal moved forward with one of them, a buyer who understood the industry and was ready to close.
Why this work matters
Many business closures start with a personal crisis
A year ago, a friend reached out about a business owner who had just received a cancer diagnosis. The family suddenly became responsible for a company they weren't prepared to operate while navigating a major health crisis at the same time. He knew I worked with buyers and sellers and hoped I might be able to help.
By the time I became involved, the business had already closed. I still think about that situation. The company likely had meaningful value to the right buyer. A transition could have preserved jobs, created financial breathing room for the family, and continued something the owner had spent years building.
A large percentage of owners considering selling are dealing with life changes rather than business problems. Health issues, burnout, family emergencies, or unexpected transitions can quickly change the timeline.
That experience shaped the way I think about seller relationships. When conversations happen early enough, families usually have more options and more room to make thoughtful decisions. One reason I've spent more time building relationships with active buyers is so that when a situation like this comes up, there's somewhere to turn.
If you know a business owner going through a major personal transition, encourage them to start conversations sooner than they think they need to. Timing changes a lot in situations like these.
A bit about where I've been
I've been a founder, a buyer, and an investor who lost money. All three taught me something the other two didn't.
$250 and a borrowed laptop. Within 18 months, the business was generating mid-six figures. I learned the unglamorous stuff along the way: freight forwarders, budget packaging, contractors who actually follow through.
I helped U.S. manufacturers sell on Amazon using a commission-only model — no upfront fees, results-only. That experience made me a believer in low-risk, high-trust deal structures where everyone has skin in the game.
I invested in a manufacturing business that didn't make it. What I learned about partnerships, cash flow, and where real leverage lives in a business turned out to be worth more than what I put in.
I've bought several small businesses, taken equity through consulting arrangements, and structured rev share deals across different industries. Every deal had different people, different terms, and different lessons. The thread running through all of them is the same — doing deals with partners rather than solo changes everything about how you think about risk, roles, and what you're actually building toward.
Let's talk
If you're thinking about selling a business, buying one, or you know someone who needs to move faster than they realized, reach out. I work with owners across the country.
delia (at) deliaursulescu.com