This is Khoa’s story.
How to sell a flooring business at the right time, to the right buyer, for the right price was the question Khoa Nguyen had been turning over for almost three years before he picked up the phone. When the right time came, he called CGK Business Sales. Khoa ran a $13M commercial flooring contractor based in Sugar Land, Texas, with a warehouse off Beltway 8 serving the broader Houston metro and parts of Fort Bend County. Fifty-six full-time W-2 employees plus twelve 1099 sub-crews that flexed up during peak commercial-construction cycles. The work split across three principal lines: commercial new construction at roughly 65 percent of revenue (carpet tile, luxury vinyl tile, sheet vinyl, and hardwood for office buildings, healthcare facilities, hospitality projects, and retail buildouts), commercial repair and remodel at roughly 25 percent (tenant-improvement scopes, refresh-cycle work, recurring relationships with three Tier-1 Houston general contractors), and high-end residential at roughly 10 percent (custom hardwood and luxury vinyl in the River Oaks and The Woodlands estate market). The firm carried a Texas General Contractor License plus county-level commercial builder permits across Harris, Fort Bend, Montgomery, and Brazoria, and held FCICA installer certifications across the install crew. Khoa had founded the business in 2004 after a decade as a project manager for a Houston commercial subcontractor. He was 58. He had migrated estimating and CRM to Salesforce in 2020. His wife Linh had been asking him to retire for two years. He came to us in early 2025 because he was thinking seriously about what came next and did not know who else to talk to about how to sell a flooring business at this size, in this commercial-versus-residential mix, in a Houston market where the buyer pool had reshuffled around the PE-backed commercial flooring consolidation thesis. This page is what happened next, and what could happen for you. Khoa is a composite, not a single real CGK seller, but the patterns and details are pulled from real flooring engagements.
The night before Khoa called us.
Most owners who decide to sell a flooring business have been turning the question over for two or three years before they pick up the phone. Khoa was no different. He was 58. For twenty-two years he had been the principal estimator on every commercial flooring bid of consequence, the relationship person on every Houston commercial general contractor he had earned a seat with over those two decades, the operations lead on every Sugar Land warehouse logistics decision, the recruiting and training principal for every install foreman and every project manager who joined the firm, the senior arbiter on every customer-facing escalation that landed on the principal’s desk, and the Salesforce administrator who had personally migrated the estimating and CRM stack in 2020. The business did $13 million in annual revenue, $2.0 million in EBITDA at flooring-typical mid-teens-to-twenties margins, fifty-six full-time W-2 employees, and a roster of twelve 1099 sub-crews used during peak commercial-construction cycles. The firm operated from a warehouse and office on the Beltway 8 corridor in Sugar Land, with material staging that could absorb the pallet volume from the Shaw Industries, Mohawk, and Mannington commercial flooring lines that the manufacturers had built tier pricing around over the prior fifteen years.
Why owners decide to sell a flooring business
Khoa’s wife Linh had been asking him to retire for two years. The grind of running a $13 million commercial flooring contractor with a Friday-morning bid pipeline that fed Monday-morning crew dispatch had compressed the household down to weekday dinners after seven and Saturdays in the Sugar Land warehouse. The kids were grown. David, the older one, was a healthcare attorney in Houston who had been advising Khoa informally on the firm for three years but had no interest in operating a commercial flooring business. Hannah was a computational biologist at MD Anderson and similarly never going to pivot into the trades. The bigger pressure was the consolidation thesis: PE-backed commercial flooring consolidators on the East Coast and in the Mid-Atlantic had spent the prior thirty-six months calling Texas commercial flooring operators in the $10-to-$30 million revenue band looking for Sun Belt density, and Khoa had been approached eleven times in the prior fifteen months. Six of those approaches were from PE-backed commercial flooring and facility-services consolidators (the platform-level rollers building toward second-bite exits), three were from Texas-headquartered strategic acquirers in adjacent commercial-construction trades, and two were from individual operator-buyers using SBA-leveraged plus personal capital. Khoa did not know what his firm was actually worth at $13 million revenue and $2.0 million in EBITDA. He did not know whether his Salesforce migration was the value driver his son David kept telling him it was. He did not know whether the 18 percent revenue concentration to one regional commercial GC, or the 14 percent to one healthcare facility group, or the 8 percent to a Houston-area hospitality REIT, would be priced as risk or as relationship. He did not have a single peer in his life who had ever decided to sell a flooring business at this size and this commercial-construction mix, and the question of how to sell a flooring business properly with this kind of customer concentration profile had no obvious answer.
That is the night he found CGK and submitted the form. We called him back at 9:14 the next morning.
The conversation we had on the first call.
The first call was 47 minutes. We did most of the listening.
Khoa talked about his project managers and the way each one carried a different commercial book, which is one of the first things any senior CGK Managing Director listens for when an owner is starting to think about how to sell a flooring business at this revenue band. The senior PM was a fifteen-year Khoa hire who anchored the new-construction relationships with the regional commercial GC that ran 18 percent of revenue and the healthcare facility group that ran another 14 percent. The TI-and-remodel PM was a twelve-year hire who anchored the tenant-improvement pipeline with the three Tier-1 Houston commercial GCs that gave the firm 12-to-18-month visibility on bookings. The high-end residential PM was a seven-year hire who anchored the River Oaks and The Woodlands estate work and reported directly to Khoa on bid review. Khoa talked about his Sugar Land warehouse logistics and the way the Beltway 8 location gave him a forty-minute reach into both the Galleria commercial corridor and the Bush Intercontinental industrial submarket without sacrificing the Sugar Land residential book. He talked about his manufacturer-tier pricing relationships with Shaw Industries, Mohawk, and Mannington and the way those tier programs had been negotiated over fifteen years on volume and on prompt payment, and the way the tier pricing transferred or did not transfer at change of control. He talked about his Salesforce migration in 2020 and the way the estimating-to-CRM-to-dispatch pipeline now lived in one system rather than across QuickBooks and three separate spreadsheets. He talked about his Texas General Contractor License and the county-level commercial builder permits that had taken years to accumulate, and the FCICA certifications across the install crew. He talked about the Vietnamese-American advantage, in his own words, and the way his bilingual capacity had opened the Vietnamese-owned hospitality and dining real estate developer pipeline that none of his Anglo competitors in Houston could touch. We asked about the business in the way you would ask if you were trying to understand it, not in the way you would ask if you were trying to win the engagement. What we were listening for was not just the financials. We were listening for whether Khoa was actually ready to sell, what he was working toward (he mentioned the Houston Vietnamese-American Heritage Foundation he had founded in 2018 three times in the first thirty minutes), and whether his expectations on price were grounded in what the market would actually support.
At the end of that call, we set up a working session: an in-person conversation in our Houston office where one of our Managing Directors would walk Khoa through our valuation model and tell him honestly what his firm was likely to command. We did not promise him a written report. Written valuations involve substantially more work, and we charge for those when a seller actually needs one for estate planning, a partner buyout, a divorce, or another documentary purpose. The walkthrough was free because Khoa was clearly thinking seriously about selling, the way someone thinks about it before they actually do it. Whether that ends up being in a year, three years, or longer, we make the same call.
The valuation session was the following Thursday at 7:30 a.m., before Khoa’s morning bid review at the Sugar Land warehouse. The meeting that morning was the start of the actual work to sell a flooring business with the kind of preparation Khoa’s situation called for.
Khoa was not ready to sell a flooring business yet. He went home and waited six months.
The valuation session showed Khoa his firm was worth meaningfully less than he had been hoping, but for reasons that surprised him. Three issues were dragging the number down for the PE-backed consolidator buyer pool that was going to set the top of the market for any owner trying to sell a flooring business at this size and this customer-mix profile.
The customer-concentration question. The 18 percent revenue concentration to the regional commercial GC was 14 years deep and structurally relationship-driven, but it lived in Khoa’s phone and in the senior PM’s relationship with the GC’s chief estimator. There was no master services agreement, no written backlog visibility, no formal preferred-subcontractor designation. The 14 percent healthcare facility group concentration had a similar pattern. To a sophisticated PE-backed consolidator’s diligence team, both of those numbers read as principal-and-PM key-man risk rather than as durable platform value, and the underwriting discount was real.
The manufacturer-tier pricing transfer question. Khoa’s Shaw Industries, Mohawk, and Mannington tier programs were genuinely premium positions on volume and on prompt payment, but the contractual basis for tier-program transfer at change of control had never been confirmed in writing with the manufacturers. Buyers, especially the platform-level consolidators that had built their gross-margin models around inheriting tier pricing on the operators they acquired, were going to underwrite the worst-case scenario unless Khoa got the manufacturer-side written confirmations in hand before the data room opened.
The PM bench depth question. Khoa’s three project managers were genuinely strong, but each was a single point of failure on his sub-segment (commercial new construction, TI-and-remodel, high-end residential). A sophisticated buyer’s diligence team was going to underwrite the loss-of-key-PM scenario aggressively across all three, especially the senior new-construction PM who personally anchored the 32 percent of revenue that ran through the regional commercial GC plus the healthcare group.
We told Khoa honestly: he could go to market now and accept the discount, or he could spend roughly six months getting the regional commercial GC and the healthcare facility group onto written multi-year preferred-subcontractor agreements, getting Shaw, Mohawk, and Mannington to confirm tier-program transferability in writing, and elevating one assistant PM in each of the three sub-segments to a deputy-PM role with documented project-ownership authority so each sub-segment had two-deep coverage. We said the second path would likely command a meaningfully better number from the PE-backed commercial flooring consolidator buyer pool that paid premium multiples for diligence-clean operators with documented commercial relationships.
This is the part most brokers skip. Most brokers would have signed Khoa that day, taken him to market, and made the commission whether or not the deal was the best one for him. We told him to wait, even though it meant we did not get paid for six months and might never get paid at all if he changed his mind.
Khoa went home and waited. He spent the next six months getting the regional commercial GC onto a written three-year preferred-subcontractor agreement with backlog-visibility and change-of-control language; getting the healthcare facility group onto a similar three-year written master services agreement with a national-account-pricing rider; sitting down personally with the Shaw Industries, Mohawk, and Mannington regional account managers to get tier-program transferability confirmed in writing for an eventual change of control; elevating his TI assistant PM into a deputy-PM role with formal authority on the TI book and elevating his new-construction senior estimator into a deputy-PM role with formal authority on the new-construction book; and spending an afternoon a week with his son David on the legal review of the master services agreements before they got signed. He read deal news through resources from the Floor Covering Installation Contractors Association and tracked PE platform announcements in the commercial flooring trade press. He called us back in the fall and said he was ready to sell a flooring business that was finally in the shape it needed to be in for the PE-backed commercial flooring consolidator buyer pool that was going to set the top of the market.
What we did when Khoa came back.
What it takes to sell a flooring business properly
When an owner is ready to sell a flooring business with CGK, the speed surprises them. We took Khoa’s firm to market in just under five weeks once he sent us the updated financials, the executed preferred-subcontractor agreement with the regional commercial GC, the master services agreement with the healthcare facility group, the written manufacturer-tier-program transferability confirmations from Shaw, Mohawk, and Mannington, the deputy-PM bench documentation across all three sub-segments, the FCICA certification roster by employee, the Texas General Contractor License plus the county-level commercial builder permits, the Salesforce-driven backlog and bid-pipeline export with twelve-to-eighteen-month forward visibility, and the full P&L breakouts across commercial new construction, TI-and-remodel, and high-end residential. The blind teaser went out to seventy-eight buyers we had pre-qualified across five buyer types: PE-backed commercial flooring and facility-services consolidator platforms building Sun Belt density, Texas-headquartered strategic acquirers in adjacent commercial-construction trades looking to vertically integrate flooring, regional commercial flooring operators in the $30-to-$80 million revenue band looking for tuck-ins, individual operator-buyers with commercial-flooring or commercial-construction experience using SBA-leveraged plus personal capital, and a small set of family-office buyers attracted to long-hold commercial-trade exposure with documented Texas commercial GC relationships. CGK is a member of the International Business Brokers Association and the M&A Source, which means our buyer database surfaces pre-qualified acquirers across all five of those buckets without leaning on listing-site auctions. We also sourced through commercial-flooring industry channels including the Floor Covering Industry Foundation network of operator and platform contacts.
Process numbers were strong for an owner who decided to sell a flooring business with the kind of pre-market preparation Khoa had completed. Fifty-one of those buyers signed NDAs and received the full Confidential Information Memorandum. Twenty-seven submitted Indications of Interest. Fourteen advanced to Letters of Intent. We narrowed to nine for management presentations. Five advanced to a final round. Three submitted refined LOIs after the final round. Khoa decided between two of those three.
The two LOIs were materially different. One was a higher headline price from a Texas-headquartered strategic acquirer in an adjacent commercial-construction trade who wanted to absorb Khoa’s firm as the Houston flooring division of a broader Texas commercial-construction platform. That deal had a conventional escrow structure, an aggressive earnout tied to commercial-new-construction backlog conversion over three years (a structure Khoa found uncomfortable because backlog conversion is partially driven by macro construction demand and not fully within the seller’s control), and a brand-harmonization mandate that would have folded the Khoa Nguyen Flooring brand into the parent’s commercial-construction brand at twelve months post-close. The other was a slightly lower headline price from a PE-backed East Coast commercial flooring and facility-services consolidator that ran $400 million in revenue across fourteen states pre-acquisition and was building toward a 2028-2030 second-bite exit. That platform wanted Khoa’s firm as its Houston flagship and as the operating base for further Texas and Oklahoma roll-up. The PE-backed deal preserved the brand for at least the duration of the platform’s hold period, integrated the Salesforce-driven estimating-and-CRM stack as a model for the platform’s broader install-base migration, and offered Khoa a meaningful rollover position into the platform’s holding company that would let him participate in the second-bite exit. We walked Khoa through what each LOI would actually deliver under realistic and pessimistic scenarios, including what the cultural continuity would look like for his three project managers, his deputy-PM bench, and his FCICA-certified install crew under each owner. The PE-backed commercial flooring consolidator deal was the better one for Khoa. The cash position day one was meaningfully stronger when normalized for the absence of the backlog-conversion earnout, the rollover into the platform’s holding company gave him second-bite exposure that the strategic acquirer’s deal did not, and the cultural fit with a platform that valued the Salesforce migration as a model rather than as a system to be re-platformed mattered to Khoa specifically. He took it.
Through the whole process, the same CGK Managing Director who had taken Khoa’s first call six months earlier was the person walking him through every conversation. That continuity is part of why owners who decide to sell a flooring business with CGK do not get handed off to a junior associate after the engagement letter is signed.
What the deal actually looked like.
How the deal looks when you sell a flooring business with CGK
Khoa’s deal closed roughly seven months after we restarted the engagement. The buyer was a PE-backed East Coast commercial flooring and facility-services consolidator with $400 million in revenue across fourteen states pre-acquisition, owned by a mid-market PE fund building toward a 2028-2030 second-bite exit. The platform was on the Spartan Surfaces and Diverzify tier of the consolidator landscape, expanding into the Sun Belt with Khoa’s firm as its Houston flagship and operating base for further Texas-Oklahoma roll-up over the platform’s hold period. They acquired the firm as a stock purchase, with the Khoa Nguyen Flooring brand preserved and the firm operating as the Houston division of the platform, retaining the Texas General Contractor License, the county-level commercial builder permits, the FCICA certifications across the install crew, the manufacturer-tier-program relationships with Shaw, Mohawk, and Mannington that Khoa had spent six months getting confirmed in writing, the Sugar Land warehouse, and the Salesforce-driven estimating-and-CRM stack that the platform now wanted to study as a model for its broader install-base migration.
Total deal size landed at roughly $14 million, or about seven times EBITDA, in the mid-band of the PE-backed commercial flooring multiple range that the consolidator pool had been transacting at over the prior eighteen months for the owners who decided to sell a flooring business with Khoa-quality preparation. The structure broke down as follows.
- 82 percent cash at close. Funded by the platform’s revolver and a senior credit facility from a commercial-flooring-experienced regional lender. Wire hit on a Friday morning in the fall.
- 8 percent escrow held back for 18 months. Standard indemnification, a working-capital adjustment, and small carve-outs for any commercial-GC backlog or healthcare-facility-group revenue concentration questions that could surface during the transition window.
- 10 percent rollover into the platform’s holding company. The rollover was meaningful precisely because the consolidator was building toward a 2028-2030 second-bite exit. Khoa’s rollover position let him participate in that second-bite multiple expansion alongside the platform’s PE sponsor, which structurally aligned the platform’s continued integration of the Houston flagship with Khoa’s interest in seeing the second-bite-exit thesis through.
The numbers sum to one hundred. The cash-at-close percentage was deliberately high relative to a less-mature consolidator’s typical structure because Khoa had done the work in the six-month wait to package the firm as a diligence-clean platform-flagship asset. The rollover-with-second-bite structure aligned the platform’s operating thesis with the manufacturer-tier-pricing depth and the Salesforce-driven estimating stack Khoa had spent twenty-two years building, which was a structural advantage neither party would have gotten under a more conventional earnout-heavy structure.
Khoa stayed on as a paid Houston Division President for the platform for fourteen months after closing, which let him personally introduce his three project managers and his deputy-PM bench to the new ownership, walk through every Tier-1 Houston commercial GC relationship and every healthcare-facility-group adjuster contact with the platform’s integration team, lead the platform’s first follow-on tuck-in acquisition in a sister Texas metro twelve months post-close, and shape the platform’s broader Texas-and-Oklahoma roll-up strategy from the inside. After fourteen months he stepped back to a quarterly strategic-advisor role that gave him room to focus on scaling the Houston Vietnamese-American Heritage Foundation he had founded in 2018 and to spend the weekday mornings at home with Linh that the prior twenty-two years had not allowed.
What happened to Khoa’s people.
When you sell a flooring business at this size, the people part is what most owners worry about, and Khoa was no exception. Khoa cared most about his three project managers (the senior new-construction PM with fifteen years, the TI-and-remodel PM with twelve, the high-end residential PM with seven), his newly-elevated deputy-PM bench across the three sub-segments, his fifty-six W-2 employees including the FCICA-certified install foremen and crew, and the twelve 1099 sub-crews that flexed up during peak commercial-construction cycles. The PE-backed consolidator was a platform-level operator that planned to actually run the Houston division as a flagship rather than absorb it into a national operations stack on day ninety, which was the central reason Khoa picked them over the strategic acquirer. The platform’s integration playbook was deliberately patient on the operating-team side because the platform had learned in three prior tuck-ins that the manufacturer-tier-pricing relationships and the commercial-GC relationships transfer with the people, not with the legal entity.
The buyer kept all 56 W-2 employees, honored the existing pay structure across project managers and install foremen, and committed to keeping all three sub-segment project managers in their roles with expanded scope across the platform’s broader Texas-Oklahoma footprint as the roll-up progressed. The deputy-PM bench Khoa had elevated during the wait period was preserved with formal stay-bonus packages tied to two-year performance windows. The twelve 1099 sub-crew agreements were preserved as separate vendor contracts under the new ownership rather than being absorbed into a national subcontractor pool. The Texas General Contractor License plus the county-level commercial builder permits transferred cleanly. The FCICA certifications carried with the per-employee certifications. The manufacturer-tier-pricing relationships with Shaw, Mohawk, and Mannington transferred under the written confirmations Khoa had secured during the wait period.
Khoa’s wire-hit moment came on a Friday morning at the Sugar Land warehouse. He had been at his desk on the Beltway 8 side of the building reviewing the morning bid pipeline with the senior new-construction PM when the wire confirmation came through on the platform’s escrow agent’s system. He stood up, told the senior PM he would be back in two hours, and drove to a small Vietnamese coffee shop near the West Bellfort Avenue office where the Houston Vietnamese-American Heritage Foundation board met monthly. He sat down across from his foundation co-founder Hoang and said, in Vietnamese: “Nó xong rồi” — it’s done. Hoang ordered another round of cà phê sữa đá. They sat in silence for two minutes before they started talking about which 2027 cultural enrichment programs Khoa’s transaction would fund and which scholarship cycle the foundation would expand first. Then Khoa drove back to the warehouse for the 11 a.m. crew dispatch.
What Khoa told us afterward.
Why owners who sell a flooring business with CGK keep coming back
About four months after closing, Khoa called the Managing Director who had run the engagement to sell a flooring business at the size and complexity of his Sugar Land operation. He said two things that the Managing Director still tells new sellers about.
The first was about the six-month wait. He said: “Three of the buyers calling me before I came to you were ready to move in forty-five days, and two different M&A advisors I talked to before you told me they could take me to market right then with the customer-concentration question and the manufacturer-tier-program transferability question wide open. The reason I sold with you is that you told me the truth about how a sophisticated PE-backed consolidator’s diligence team would underwrite my 18 percent regional GC concentration without a written master services agreement, the truth about what would happen to my multiple if Shaw, Mohawk, and Mannington had not confirmed tier transferability in writing before the data room opened, and the truth about what the loss-of-key-PM scenario would look like in a sophisticated buyer’s diligence on each of my three sub-segments. You told me what would happen to the price if I went out without fixing those things. I would have left a real number on the table, and the second-bite rollover position I have today would not exist.”
The second was about who he sold to. He said: “I almost signed with the Texas strategic because the headline price was bigger and they were five miles from my warehouse. The fact that you walked me through what each buyer would actually do with my three project managers, my deputy-PM bench, and the Salesforce stack I had spent five years building, what each buyer’s hold horizon would mean for the Khoa Nguyen Flooring brand three and five years out, and how a PE-backed consolidator with a 2028-2030 second-bite thesis was structurally different from a Texas strategic that wanted to harmonize my brand into a parent’s commercial-construction identity at twelve months post-close, is a conversation I never even thought to have until you raised it. I sold to a buyer who is going to grow this firm with the team I built it with.”
This is what we mean when we say we sit with you in the decision, not just the transaction. Khoa is one composite story, but the pattern is real. The owners we work with who decide to sell a flooring business usually find their way to us through versions of Khoa’s situation, and the relationships start with a long listening session and a free walkthrough, not a pitch.
Ready to sell a flooring business? Where are you in Khoa’s story?
If you are starting to think about how to sell a flooring business, we should talk. There is no commitment and no pressure. The first conversation is free. The valuation walkthrough that follows is free when you are seriously thinking about selling, whether that is in a year, five years, or longer. We only charge for formal written valuations, and only when you actually need one for estate planning, a partner buyout, or another documentary purpose. Submit the form and a senior CGK Managing Director will reach out within one business day.
If you are Khoa at month 1: just exploring
You are not sure if you want to sell yet. The PE-backed commercial flooring consolidation thesis keeps shifting, your customer-concentration question is real but you have not papered the relationships into written master services agreements, your manufacturer-tier-pricing programs with Shaw or Mohawk or Mannington have never been tested for change-of-control transferability, your PM bench is single-deep in at least one sub-segment, your spouse situation has been pushing you toward retirement for a year or two, your kids are not stepping into the business, or maybe a PE-backed commercial flooring consolidator has been calling you every quarter. Most of our best engagements start here. Submit the form and we will schedule a working session. You walk away with a real number and a clear sense of what to do next, with no obligation to do anything.
If you are Khoa at month 6: ready to go
You have done the work to clean up the firm. The financials are tight. Your customer-concentration risk is mitigated through written multi-year preferred-subcontractor agreements with the largest commercial GCs and master services agreements with the largest healthcare or hospitality accounts. Your manufacturer-tier-program transferability has been confirmed in writing by Shaw, Mohawk, Mannington, or whoever your top vendors are. Your project-manager bench is two-deep across each operating sub-segment. Your Salesforce or comparable estimating-and-CRM stack is exportable for diligence. Your FCICA certifications are organized by employee. Your Texas General Contractor License plus county permits are current. Maybe a buyer is already in the conversation. You want to run a real process. Submit the form and we will be in touch within a business day to talk about timing, scope, and what your first thirty days as a CGK seller would look like.
If you are not sure where you are
Most owners are not sure. Submit the form and start with the conversation. We will figure out together where you are. We are equally happy to tell you to wait twelve months as we are to take you to market in three weeks.
Or call us directly at (888) 858-7191.
Start your own story
A senior CGK Managing Director will respond within one business day. Strictly confidential. For owners of flooring businesses doing $1.5M+ in annual revenue, including commercial new-construction operators, commercial repair-and-remodel and tenant-improvement specialists, high-end residential hardwood and luxury vinyl operators, and integrated multi-segment commercial flooring platforms. The first conversation and the valuation walkthrough that follows are free for any seller seriously thinking about selling, on any horizon.
Confidential. No obligation. Direct routing to a named CGK business broker, not a junior screener.
One of these eight people would lead your engagement.
When you decide to sell a flooring business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Khoa’s Managing Director stayed with him for thirteen months and then for the engagement that followed. Our Managing Directors come from Wall Street investment banks, hedge funds, Fortune 500 corporate finance, and operating-business leadership. Cornell MBA. U Chicago Booth MBA. CFA. CMT. Naval Academy. Goldman Sachs. Merrill Lynch. Deutsche Bank. AIG. T. Rowe Price.
What sellers say after they sell a flooring business (and other businesses) with CGK
I could not be happier with the experience I had selling my business with CGK. Greg did a detailed analysis of my business and helped me price and position it right for the market. After receiving multiple offers at full asking price, the rest of the process went very smoothly, and we closed in less than two months.
Hanna M.Selling my business was a once-in-a-lifetime experience, and I’m incredibly grateful to have had Wes by my side throughout the process. He brought perspective, pushed when necessary, and always had my best interests in mind. His experience and strategic approach allowed me to maximize the sale price while minimizing long-term risk and obligations. If I had to do it all over again, I wouldn’t hesitate to choose him as my broker.
Adam NevilleDerik located multiple interested strategic buyers that produced more than one serious offer. The negotiations were tough but Greg and Derik’s experience helped us overcome. We got a great result for our employees and for the owners. We would recommend them without reservation.
Bob TaylorWe sold a business that was 47 years old and being run by second generation within a year of working with Wes. CGK has a system that attracts serious prospects to review opportunities. Wes was able to make the overwhelming feeling of selling easy and to a certain extent enjoyable. I never felt alone or in the dark throughout the entire process.
Jennifer WilliamsWe decided to sell our company in 2025. Talked to another M&A company in the Houston area. We felt very comfortable with Greg and Matthew at CGK. Could not have made a better choice. From day 1 till final closing and even after 30+ days, they have been here helping us with documents and support during the transition. Thanks can not be said enough.
Rickey ThomasInside the Blueprint, on Bloomberg TV and Fox Business News.
Khoa’s son David, the healthcare attorney in Houston who had been advising him on the firm for three years, was the one who first sent him a clip of CGK on Bloomberg. He had been watching the segment in the morning before a client meeting and recognized the firm name from a commercial flooring trade-press piece on PE-backed consolidator activity that had run in Khoa’s industry email digest the prior week. He sent his father the link with a note that read “Ba, this is the firm.” CGK Business Sales is featured on Inside the Blueprint, the syndicated business television series. Our episode aired on Bloomberg TV and Fox Business News. Watch the segment, then start a confidential conversation.
The CGK office Khoa called was Houston. Yours might be one of these.
When you sell a flooring business with CGK, whichever office you reach, you get the entire firm. Khoa worked with a CGK Managing Director out of the Houston office on Smith Street downtown, a forty-minute drive from his Sugar Land warehouse on Beltway 8, but his deal benefited from a buyer pool we sourced firm-wide, including the PE-backed East Coast commercial flooring and facility-services consolidator that ultimately won the deal. Click any city to learn about our local presence and the named Managing Director leading that market.
Other Questions Khoa and Other Flooring Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Khoa went through, when you sell a flooring business with CGK.