AdvantEdge Advisors approaches each project with enthusiasm, but we knew that this distributor/dealer business was located in a geographic region characterized by economic stagnation.

We engaged the client, and the business experienced active interest levels throughout our initial phases of marketing because the numbers looked good. The buyer feedback, however, went something like this, "If only it were located (elsewhere), we would pursue it aggressively."

The offering had been marketed within our networks for nearly twelve months when not one but three suitors emerged. The first was from California looking for a business pursuit in a quality setting. He visited and showed interest, but eventually dropped out. The other two became competitive suitors and the result to the owner was nearly full price, all cash in about 13 months. The successful buyer had come through Alan's professional (CPA) channels, had been living on the East Coast but wanted to get back to the area where he was raised. The unsuccessful buyer was from the local area and had synergistic reasons for buying the business. The buyer had come through our broader & customized marketing efforts. Ultimately he stated that he felt he thought he had "it all locked up" and that he was now disappointed that he had "missed a great opportunity" (when the other buyer out-performed his offers). Bringing multiple buyers is always ideal for the seller and we were pleased to be able to do so on this project.

The client company was less than five years old. However, the partners felt that they had grown this start-up operation as far along as they had the resources and energy for. If they could obtain a reasonably strong price in the marketplace, they were ready to hand it off to a next generation of ownership. This distribution company had experienced strong growth trends, with strong performance (earnings) considering its short history. It was perfectly positioned in growth markets and an attractive location for living.

We engaged with the client to put the best face on the business and to deploy our proven marketing processes. A relatively inexperienced, but motivated Midwest buyer emerged from our networks within weeks of placing it on the market. As an intermediary, we assisted the buyer in overcoming several obstacles, including a strong fear of the risks involved, and we assisted with financing.

The sellers received a high multiple of earnings for their industry (3.8X), which was clearly top dollar and all cash. One partner was able to address mounting health concerns and pursue other less demanding business interests and the other received sale proceeds to diversify his investment portfolios and yet remained in a long-term employment relationship with the buyer. The buyer recently said he was enjoying record sales and had already moved into an expanded facility. The business was sold and the owners were off the firing line within three months of going to market.

A small group of medical practitioners developed an innovative way to image the nerve systems of the human body. The prototype of the technology showed great promise in affording more accuracy with peripheral nerve anesthetic applications for local surgeries. Also, surgeons could potentially reduce nerve damage by avoiding known nerve locations prior to incising. Finally, pain management could be better diagnosed and treated if nerve pain centers could be better located through imaging.

The company required financing to carry the prototyped innovation through long and expensive R&D phases and FDA approval processes. Management needed to obtain very large rounds of financing without giving up most of the ownership and future potential.

AvantEdge principle Alan Tronson advised that a strategic alliance with a major medical device company should be sought out. Alan led the financial negotiations that resulted in a multi-million dollar licensing agreement with a major medical device company in the Midwest. The agreement provided substantial and immediate payments to fund the cash needs of the client company including ongoing patent costs. Additionally, royalty streams were secured for both the core technology and the disposable business with rates that substantially exceeded those for similar emerging technologies. All of this was accomplished without giving up ownership of the company or its technologies, to gain a large sale and support channel partner.