This is Nikolas’s story.
How to sell a painting business at the right time, to the right buyer, for the right price is the question Nikolas Papadakis had been turning over for nearly a year before he picked up the phone. When the right time came, he called CGK Business Sales. Nikolas ran a $2.2M residential repaint operation out of an Eastern Avenue office in Highlandtown, the historic Greektown corridor of east Baltimore, Maryland, with ten W-2 employees and four 1099 sub-crews who flexed up during the April through October peak season. The work split roughly 85 percent residential repaint (interior and exterior, half-and-half within the residential bucket) and 15 percent small commercial repaint (HOA exterior cycles for one Towson-based property management firm, plus small office and retail interior work). He was 49. He had founded the firm in 2009 after eight years climbing ladders for two larger Baltimore painters, and seventeen years later he was still the principal estimator on every quote of consequence and the on-site lead whenever a third-floor exterior job needed someone willing to push a 32-foot extension ladder against a Canton rowhouse cornice. His knees and back had stopped pretending. The osteoarthritis diagnosis had landed in early 2026. His oldest son Andreas, a CPA in Washington, DC, kept the books but had been clear for years that he was not going to take operations. His wife Elena had started telling him at the kitchen table of their Towson family home that the next ladder was going to be the one that ended this. The next twelve months he wanted to step into Maryland real estate brokerage and lower-impact work, and that meant selling. He came to us in mid-2025 because he was thinking seriously about what came next and did not know who else to talk to about how to sell a painting business at this size, in this metro, to a buyer who would actually keep his foreman Steve and the crews who had built the customer book with him. Nikolas attends Annunciation Greek Orthodox Cathedral on Preston Street, the same parish his father attended when Greektown was first taking shape on Eastern Avenue, and his three-generation Greek-American identity is anchored to that cathedral as much as it is to any business address. This page is what happened next, and what could happen for you. Nikolas is a composite, not a single real CGK seller, but the patterns and details are pulled from real painting-contractor engagements.
The night before Nikolas called us.
When owners decide to sell a painting business
Most owners who decide to sell a painting business have been thinking about it quietly for months before they pick up the phone. Nikolas was no different. He was 49. For seventeen years he had been the principal estimator on every residential repaint quote of consequence, the relationship person on every property manager and HOA board contact he had built across Baltimore’s east side and the Towson corridor, the recruiting and training lead for every crew lead and brush-and-roller technician, the on-call decision maker whenever a customer called at six in the morning because the painters had not arrived yet, and the senior arbiter on every customer complaint that landed at his desk. The business did $2.2 million in annual revenue and roughly $433,000 in Seller’s Discretionary Earnings, with ten W-2 employees and a rotating bench of four 1099 sub-crews who came on during the May through October peak. About 85 percent of revenue was residential repaint split roughly evenly between interior and exterior. The remaining 15 percent was small commercial repaint, almost all of it tied to one local property management firm that ran multi-property HOA exterior repaint cycles every three to five years and threw the occasional small office or retail interior job his way.
The night Nikolas decided to call CGK was a Sunday in late spring 2025. He had spent the day at his kitchen table in Towson with Elena, looking at a printed binder his son Andreas had put together: three years of financials, a customer-concentration analysis, and a handwritten note from Andreas that said the bookkeeping was clean but the operations were not portable to anyone outside the family unless he sold to a real operator. The osteoarthritis in both knees had been confirmed by his orthopedist in February. He had spent the previous Saturday up on the 32-foot extension ladder doing a third-floor cornice on a Federal Hill exterior repaint because his crew lead Steve had pushed back on the height and Nikolas had not wanted to argue. By the time he was back on the ground he could barely walk to his truck. He had been approached three times in the prior eighteen months: twice by a regional Northern Virginia-based painting operator looking to expand into the Baltimore-Washington corridor, and once by a former Sherwin-Williams territory rep who had built a small painting platform in suburban Philadelphia. Nikolas had not known what his firm was actually worth at $2.2 million revenue and $433,000 in SDE. He had not known whether the buyers calling were the right buyers for Steve and the crew. He had not known whether his Sherwin-Williams contractor pricing tier and his Color Wheel CRM customer book were value drivers or table stakes. He had not had a single peer in his life who had ever sold a painting business at this size in the Baltimore metro.
That is the night he found CGK and submitted the form. We called him back at 9:12 the next morning.
What we found in the first week.
What we look for when we sell a painting business
The first call was 47 minutes. We did most of the listening.
Nikolas talked about Steve, his foreman of eleven years, who ran production day-to-day and had two of the W-2 painters reporting directly into him. He talked about the Color Wheel CRM software he had adopted in 2019 after losing a $40,000 HOA repaint to a competitor on response time, and how the CRM data could now show, for any given month, which neighborhoods his quotes were converting best in and which referral sources were producing the most repeat work. He talked about the Sherwin-Williams contractor pricing tier his firm had been on for nine years, and the personal relationship he had built with his local Sherwin rep on the Eastern Avenue corridor where most of his crews loaded paint each morning. He talked about the seasonal cadence: exterior work essentially stops from December through early March, but interior holds up through Q1, Q2, and Q4 strongly, and summer is strong on both. He talked about the part of the work he hated, which was climbing ladders himself when his crews pushed back on heights, and the part he loved, which was the moment a homeowner walked through their finished living room and saw the color they had been imagining for six months actually on the walls.
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 Nikolas was actually ready to sell, what he was working toward, and whether his expectations on price were grounded in what the market would actually support at his size in the Baltimore metro.
We asked Nikolas to send us four things before our second meeting: three years of P&Ls and tax returns, a Color Wheel CRM export of customer history including job-size and repeat-customer flags, the Sherwin-Williams contractor pricing tier paperwork, and a one-page list of every commercial account broken out by annual revenue contribution. He sent everything within forty-eight hours. What jumped out when we ran the numbers:
- Repeat-customer revenue ran at 38 percent of residential. The Color Wheel CRM export showed that 38 percent of residential revenue in 2024 came from prior-customer referrals or repeat work for the same household. That is a strong number for a residential repainter and it would matter to the right buyer.
- Customer concentration was lower than expected. The single largest customer was the local property management firm at 9 percent of total revenue. The rest was naturally diversified across hundreds of homeowners and a handful of small commercial accounts. There was no concentration risk to clean up.
- The Sherwin-Williams pricing tier was held at company level. The contractor pricing tier travels with the entity, but only as long as the production lead who anchors the relationship stays with the business through transition. Steve was that anchor. Any deal would need to keep Steve.
- The seasonal pattern was clean and predictable. Exterior dropped to roughly nothing December through February, but interior held up. Summer was strong both ways. A buyer underwriting the business at our size would price the firm on trailing-twelve revenue rather than trying to get clever about seasonality.
We set up a working session: an in-person conversation at Nikolas’s Eastern Avenue office where one of our Managing Directors would walk him 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 Nikolas was clearly thinking seriously about selling at any horizon, 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.
What needed cleaning up before going to market.
How to sell a painting business confidentially
The valuation session showed Nikolas his firm was worth meaningfully more than the Northern Virginia operator’s verbal offer from eighteen months earlier, but the number depended on cleaning up four operational issues that a sophisticated buyer’s diligence would surface in the first thirty days.
The Maryland Home Improvement Commission (MHIC) license was personal, not corporate. Nikolas held his MHIC contractor license in his own name, the way many founder-operators do in Maryland, and a buyer with no painting experience would not be able to inherit that license on day one. The fix was either to keep Steve through transition (Steve already held his own MHIC license), or to require the buyer to apply for their own once Steve agreed to stay as production lead. Either way, the Steve-stays scenario was central to deal value.
The Color Wheel CRM data needed a quick clean-up. The CRM had six years of accumulated customer records, some of them inactive, some duplicated. Andreas spent two weekends de-duplicating contacts and tagging the active customer book versus the historical archive. The clean export ended up as a packaged diligence asset: 1,847 active residential customer records, 27 active small commercial accounts, and a referral-source attribution table that showed where the 38 percent repeat-customer revenue was actually coming from.
The Sherwin-Williams contractor pricing tier transfer needed pre-clearance. We called the local Sherwin rep with Nikolas on the line and confirmed that the contractor pricing tier was held at company level and would transfer as long as Steve stayed through transition. We documented the conversation in writing so we could attach the email confirmation to the eventual buyer’s diligence binder.
The 1099 sub-crew agreements needed light formalization. Nikolas had four 1099 sub-crews he used during peak season, and the working relationships were on handshakes and phone calls. We did not need formal exclusive agreements, but we did need a one-page schedule for each sub-crew showing the rate, the years of working history, and the typical scope each one ran. That schedule would go into the data room.
We told Nikolas honestly: he could go to market in eight weeks if we knocked out those four cleanups, or he could spend six months thinking about whether he really wanted to sell at all and come back to us if and when he was sure. He thought about it for a week, talked it through with Elena and Andreas, and called us back to say he was ready. We started the cleanup that same week.
This is the part most brokers skip. Most brokers would have signed Nikolas that day and taken him to market with all four issues unresolved, because the engagement letter pays the same either way and the buyer’s diligence team can sort it out later. We told him to let us clean it up first, even though it cost us six weeks. Owners who decide to sell a painting business deserve to be priced for what the firm actually is, not discounted for what the diligence team will find.
The buyer pool we built around Nikolas’s firm.
The painting industry trade ecosystem we tap when we sell a painting business includes the Painting Contractors Association, the International Business Brokers Association, and the M&A Source network of mid-market deal advisors. CGK is a member of all three. When we package a Highlandtown residential repaint operator the size of Nikolas’s firm, we run the buyer search through every channel those organizations make available.
When an owner is ready to sell a painting business with CGK at the $1.5 to $3 million revenue range, the buyer pool is realistic, and a good broker tells you the truth about who is actually going to look at your firm at this scale. We built the buyer list around four real categories of buyer, and we were honest with Nikolas about who was not going to be in the room.
SBA-leveraged first-time owner-operators. The single largest band of buyers for a $433K SDE residential repaint operator in the Baltimore metro is the SBA 7(a) buyer who has been working in corporate America for ten or fifteen years and is ready to run their own service business. Some of these buyers are single, some are married couples buying together, almost all of them need real owner-operator income from year one, and almost all of them are using SBA financing plus personal savings plus a seller note to bridge the gap. Brian and Sarah ended up in this band. We screened the band hard for relevant transferable skills.
Small regional independent painters expanding into Baltimore. The second band is the Northern Virginia, suburban Philadelphia, or Wilmington Delaware painter who already runs a $1 to $2 million painting operation in their home metro and wants to add Baltimore reach. These buyers care less about the customer book and more about the crew, the Sherwin-Williams pricing tier, and the small commercial property management relationship. They tend to pay tighter multiples but offer cleaner integration because they know the work. Two operators from this band sat in our final round.
Industry-insider SBA buyers. The third band is the former Sherwin-Williams or Benjamin Moore territory rep, the former crew lead from a larger painter who has saved for ten years, or the former Home Depot Pro Desk regional manager who has spent fifteen years selling paint, ladders, and brushes to contractors and watching the painting industry’s purchasing patterns from the inside. Brian was technically in this band as well as the SBA-leveraged owner-operator band; his Home Depot Pro Desk regional manager role covered the Baltimore-area region for nearly a decade, and that was the deepest paint-industry exposure we saw in the entire pool.
HNWI-plus-SBA buyers with no industry tie. The fourth band is the high-net-worth individual buyer using personal capital plus SBA leverage who has no painting experience but a strong operations background from another industry. We see this band on every deal at this size, and we screen them harder than any other category because the operational learning curve in painting is real and the buyers who underestimate it tend to walk away in diligence anyway.
Honest non-buyers at this size. There are buyer types we did not include in Nikolas’s pool because they do not actually buy at $433K SDE. Private equity consolidator platforms in painting almost never look below $750,000 in SDE because the diligence and integration cost does not pencil. Search funders rarely look below $500,000 in SDE for the same reason. Strategic acquirers in adjacent verticals, like flooring or roofing, almost never operate at this scale either. We told Nikolas all of that on the first call so he would not spend any time hoping for a buyer who was never going to be in the room.
The blind teaser went out to 53 buyers we had pre-qualified across the four real bands. Thirty-nine of those buyers signed NDAs and received the full Confidential Information Memorandum. Twenty-two submitted Indications of Interest. Eleven advanced to Letters of Intent. We narrowed to seven for management presentations. Four advanced to the final round. Two re-submitted final-final LOIs. One closed.
The deal we structured with Brian and Sarah.
How the deal looks when you sell a painting business with CGK
The buyers who closed were Brian and Sarah, a married couple from Towson, twenty minutes north of the Eastern Avenue office. Brian was 39, fifteen years out of college, most recently a Home Depot Pro Desk regional manager covering the Baltimore-area region. He had walked away from corporate retail in late 2025 with an earnout from his Home Depot equity grants in hand. Sarah was 37, an M&T Bank mortgage underwriter for the previous nine years out of M&T’s Baltimore headquarters, and she had given notice the week Brian’s earnout cleared. They were buying together. Brian was going to run operations and the customer-facing side. Sarah was going to run the books and admin, and she had brought a QuickBooks Online migration plan to the second meeting that told us she had already done her homework on Nikolas’s QuickBooks Desktop file.
We do not usually see husband-and-wife buyer teams. When we do, we underwrite both halves of the team, not just one half. Brian’s operational fit was the easier underwrite: fifteen years on the Home Depot Pro Desk had given him deeper familiarity with painting contractor purchasing patterns than most buyers in this band, and his references checked out cleanly. Sarah’s fit took longer to underwrite. We talked to two of her former M&T Bank colleagues, walked through her three-year QuickBooks Online migration plan with her, and asked her directly how she planned to handle the part of bookkeeping that lives on the customer phone line at six in the morning when a homeowner is asking why the painters have not arrived yet. She had thought about it. The answer she gave was specific and grounded. We marked her as a yes and structured the deal so both halves of the marriage could sustain the workload through the first 18 months.
The CGK process screened three other married-couple buyer teams before Brian and Sarah. We sat the other three out because the operational fit was not there for at least one half of the marriage in each case. That is the part of CGK’s intake discipline most owners do not see. Disciplined intake on the buyer side is half of why our 90-plus percent close rate runs roughly four times the industry average; the other half is disciplined deal management once a deal is live. Both halves matter.
The headline price was $1.45 million, roughly 3.4 times Nikolas’s SDE. About 80 percent of it came as cash at closing, funded by an M&T Bank SBA 7(a) loan plus Brian and Sarah’s personal savings. About 5 percent was held back in escrow for 12 months to cover indemnification claims and a small working-capital adjustment. The remaining 15 percent was a seller note Nikolas held over five years at a market interest rate, with monthly payments that started thirty days after closing. The SBA structure forbade equity rollover, so there was no rollover component in this deal. The seller note replaced the rollover function: Nikolas had skin in the game for five years on the operating performance of the firm, and Brian and Sarah had a financial reminder every thirty days that the previous owner cared whether the business succeeded.
The escrow was the only piece of negotiation that took real work. Brian and Sarah’s initial LOI asked for 10 percent escrow held over 18 months. We pushed back on both the size and the duration. We tightened the reps and warranties on the customer book, the Color Wheel CRM data accuracy, and the Sherwin-Williams contractor pricing tier transfer, then negotiated the escrow down to 5 percent over 12 months. Nikolas walked into closing with 5 percent of the deal value in escrow instead of 10 percent, and the escrow released a year later instead of eighteen months later. That is what disciplined deal management looks like on a $1.45 million transaction.
Total deal structure summed to 100 percent: 80 percent cash at close, 5 percent escrow, 15 percent seller note. Wire hit on a Tuesday morning at 11:47.
The 90 days before close.
The closing process when you sell a painting business
Once the LOI was signed, the deal moved into the consent and approval phase. Smaller deals close faster than mid-market deals, but they still have to clear the same structural gates, and on this deal those gates were the part that determined whether the wire actually landed.
The M&T Bank SBA 7(a) approval was the longest single gate. Brian had banked with M&T for twelve years, but the SBA loan still went through full underwriting, including a three-year cash-flow projection, personal guarantees from both Brian and Sarah, and a real-estate collateral pledge on their Towson home. The SBA underwriter asked for two rounds of supplemental information on the customer concentration question (the 9 percent property management firm), and we put together a customer-by-customer revenue table that showed the rest of the book was naturally diversified across hundreds of homeowners with no other customer above 2 percent. The SBA approval came through in week six.
The Eastern Avenue office lease assignment was straightforward. Nikolas had been on a five-year commercial lease with two years remaining, and the landlord granted the assignment without a personal guarantee step-up because Brian and Sarah’s combined credit profile was strong. The assignment paperwork was signed in week three.
The Sherwin-Williams contractor pricing tier transfer required Steve, the foreman, to formally agree to stay through transition. Steve had been in the room for the buyer-meet conversations and Brian had been clear from the first meeting that Steve was central to the deal. Steve signed a 12-month employment agreement as production lead, with a stay bonus tied to the 12-month mark. The Sherwin rep signed off on the pricing tier transfer the next week.
The Maryland Home Improvement Commission license required Brian to apply for his own. Steve held his own MHIC license, which covered the company in the interim, but Brian wanted his own license on file for the long term. The MHIC processes home improvement contractor licenses on a roughly six-week cycle. Brian’s license came through with two weeks to spare before the closing date.
The Baltimore City business license transfer was the smallest gate, but it was the one that almost slipped on calendar. The city processed the transfer in week nine, two business days before the scheduled closing. We had it.
Nikolas was at his Eastern Avenue office at 11:47 on a Tuesday morning when his M&T banker called to confirm the wire had hit. He drove home to the family house in Towson, walked into the kitchen where Elena was making lunch, and said “Είναι τελειωμένο.” It is finished. They hugged for ninety seconds before either of them spoke again.
What happened after the close.
Life after you sell a painting business
Nikolas spent the first 90 days after close on a paid transition consulting agreement with Brian and Sarah. The first 30 days he was at the Eastern Avenue office most mornings, walking Brian through the Color Wheel CRM, the typical week-by-week cadence of bidding versus painting, the seasonal staffing flex, and the part of the business that lived in his head rather than in any system. The middle 30 days he drove Brian around the east side neighborhoods showing him the customer base in person: which streets in Highlandtown, Canton, Fells Point, Federal Hill, Patterson Park, Brewers Hill, east Towson, and north Glen Burnie had concentrations of repeat customers, which HOAs the Towson property management firm managed, which neighborhoods the firm did not serve and why. The last 30 days he was on call but not in the office most days, and Brian was running it.
At the end of the 90 days, Nikolas and Elena flew to Greece. It was Nikolas’s first trip back to Crete in twenty-two years. They spent six weeks in his home village, Elena met cousins she had heard about for two decades, and Nikolas ate every meal at the same outdoor taverna at the edge of town. He came back to Baltimore in late spring 2026 ready to start studying for the Maryland real estate brokerage exam.
Steve, the foreman, stayed. His 12-month employment agreement is on track to be renewed at the 12-month mark with an increased base and a small ownership stake in the firm Brian and Sarah are negotiating. Steve runs production day-to-day, just like he did under Nikolas. The 1995 Ford E-350 paint van is still on the road. Steve has refused to retire it for years, and Brian has stopped asking.
Sarah completed the QuickBooks Online migration in month five, with Andreas helping over the phone from Washington, DC on three weekends. The historical Desktop file is archived. The new system is talking cleanly to the Color Wheel CRM and to the M&T Bank business account. Sarah is running the books, the payroll, and the customer phone line. Brian is running the operations, the bidding, and the customer-facing side. Eighteen months in, both halves of the marriage are sustaining the workload.
Nikolas’s seller note is being paid on schedule, every month, through M&T Bank. Brian and Sarah have not missed a payment. The escrow released cleanly at the 12-month mark with no claims. Nikolas’s knees are getting better.
Ready to sell a painting business? Where are you in Nikolas’s story?
If you are starting to think about how to sell a painting 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 Nikolas eighteen months out: starting to think
You are not sure if you want to sell yet. Your knees and back are starting to give you signals, your kids are not coming into the business, your spouse has started asking the questions Elena was asking, you have had one or two informal approaches from regional operators or industry-adjacent buyers, you do not know what your firm is actually worth at $1 to $3 million in revenue. 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 Nikolas at month one: ready to go
You have done the work to clean up the firm. The financials are tight. Your CRM data is clean. Your foreman or production lead is in place and willing to stay through transition. Your manufacturer relationship documentation is in order. 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 eight 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 painting businesses doing $1.5M+ in annual revenue, including residential repaint operators, commercial repaint specialists, HOA painting contractors, multi-family interior repaint firms, and integrated residential-and-commercial painting operations. 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 painting business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Nikolas’s Managing Director stayed with him from the first Sunday-night form submission through the morning the wire hit and the call to Elena 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 painting 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.
Andreas, Nikolas’s CPA son in Washington, DC, was the one who first sent him a clip of CGK on Bloomberg. He had been watching the segment one morning between client appointments and had recognized the firm name from a small-business M&A article he had read the prior month. He texted his father the link with a single line: “Πατέρα, αυτοί είναι.” Father, these are the ones. 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 Nikolas called serves owners across the country. Yours might be one of these.
When you sell a painting business with CGK, whichever office you reach, you get the entire firm. Nikolas worked with a CGK Managing Director who brought in the wider firm to source the buyer pool that ultimately produced Brian and Sarah. Click any city to learn about our local presence and the named Managing Director leading that market.
Other Questions Nikolas and Other Painting Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Nikolas went through, when you sell a painting business with CGK.