This is Layla’s story.
How to sell an MSP business at the right time, to the right buyer, for the right price was the question Layla Saad spent the better part of two years thinking through quietly before she finally picked up the phone. When she did, she called CGK Business Sales. Layla ran an $11.5 million managed services and managed security firm out of an office on Sunset Hills Road in Reston, Virginia, with forty-eight W-2 employees on staff: six dedicated security analysts on a full 24/7 SOC bench she had built between 2021 and 2023, four senior infrastructure engineers, twelve NOC technicians, eight helpdesk technicians, plus the sales, accounting, and leadership team that ran the firm day to day. The work split across three principal lines: managed services MRR (Microsoft 365, Azure infrastructure, endpoint management, helpdesk for small and middle-market commercial clients) at roughly 70 percent of revenue, project services (cloud migrations, M365 modernization, network refresh) at roughly 20 percent, and managed security services (managed SOC, MDR through SentinelOne) at roughly 10 percent. The firm carried a Microsoft Solutions Partner designation across Modern Work, Security, and Infrastructure. She was 51. She had founded the firm in 2012 after fifteen years inside a federal-systems integrator, and she had built it deliberately as a commercial-only MSP, refusing the federal-contracting path even though the firm sat in cleared-IT country in Northern Virginia. Her husband Karim had been hospitalized with a mild MI in mid-2025, requiring stenting, and the wake-up call had focused her thinking. Her daughter Rana was a mechanical engineer at Boeing in Seattle and was not coming back to take operations. Layla wanted to step back to a part-time strategic role and spend more years with Karim, but she did not want to wind the firm down. She wanted to find a strategic acquirer who would preserve and grow what she had built. This page is what happened next, and what could happen for you. Layla is a composite, not a single real CGK seller, but the patterns and details are pulled from real MSP engagements.
The night before Layla called us.
Most owners who decide to sell an MSP business have been thinking about it quietly for a year or two before they pick up the phone. Layla was no different. She was 51. For fourteen years she had been the principal account owner on every meaningful client relationship, the technical authority on every escalation that reached the principal’s desk, the person who interviewed every senior engineer and every analyst who joined the SOC bench, the strategic lead on the Microsoft Solutions Partner designations and the SOC 2 Type II audit she earned in 2023, and the steady hand on the operational metrics that kept managed services MRR retention above 92 percent over five years. The firm did $11.5 million in annual revenue, $2.4 million in EBITDA at MSP-typical margins for a security-and-infrastructure-led shop, forty-eight W-2 employees, and a stack built around ConnectWise Automate plus ConnectWise Manage for RMM and PSA, SentinelOne for endpoint and MDR, and Datto BCDR for client backup and disaster recovery.
Why owners decide to sell an MSP business
Karim had been Layla’s husband for twenty-six years. In the spring of 2025 he had a mild myocardial infarction during a Saturday morning at home and ended up at Inova Fairfax with two stents and a long, quiet conversation with the cardiologist about pace, pressure, and time. The recovery went well. Layla spent more nights at the hospital than she had spent at the office during the build-out years, and somewhere in those nights she stopped pretending the question was theoretical. The bigger pressure was the structural shift in the MSP M&A market. The PE-backed MSP roll-up thesis had been live for ten years and was now in the consolidation chapter. Three peer firms in Northern Virginia and the broader DC metro had been acquired by PE-backed MSP consolidator platforms during 2024 and 2025, with the buyer pool actively shopping for diligence-clean firms with strong MRR retention, security-led service mix, and SOC 2 or comparable compliance posture. Layla had been approached eleven times in the prior eighteen months: six times by PE-backed MSP roll-up consolidators in the platform-and-bolt-on phase, three times by larger national MSP and IT services platforms with strategic-acquirer profiles, once by a private-equity sponsor looking for a Mid-Atlantic platform investment, and once by a regional MSP up the Beltway in Maryland exploring a peer merger.
Layla did not know what her firm was actually worth at $11.5 million in revenue, $2.4 million in EBITDA, with the security mix and the SOC bench she had built. She did not know whether her SOC 2 Type II compliance and her FedRAMP READY status (which she had earned but never activated for federal work) were value drivers or table stakes. She did not know whether the buyers calling were the right buyers for her engineers, her SOC analysts, and the regulated-industry clients she had spent four years winning. She did not have a single peer in her life who had ever sold an MSP business at this size, with this security mix, with this kind of compliance posture, in a market where the buyer pool reshuffled around the consolidation dynamics every six months.
That is the night she found CGK and submitted the form. We called her back at 8:39 the next morning.
The conversation we had on the first call.
What we look for when we sell an MSP business
The first call was 54 minutes. We did most of the listening.
Layla talked about her four senior infrastructure engineers and the way each one carried a different kind of book of clients (one was the Azure architecture lead with eleven years at the firm, one was the network and infrastructure lead with nine years, one was the Microsoft 365 modernization lead with seven years, one was the newer hire she had recruited from a federal integrator in 2022 to anchor the regulated-industry projects). She talked about her six SOC analysts and the way the SOC bench was structured around a follow-the-sun rotation with three tier-1 analysts, two tier-2 analysts, and a SOC manager. She talked about the SOC 2 Type II audit she had walked the firm through in 2023, what it had cost in time and consulting fees, and how the audit had become the unlock for the regulated-industry pipeline. She talked about the three concentrated clients (the regional healthcare practice group with twelve locations and HIPAA-driven IT compliance needs at 9 percent of revenue, the regional accounting firm with about a hundred and twenty employees across Texas, Virginia, and North Carolina at 8 percent, the Fairfax County legal services platform at 7 percent) and how each one had come in through SOC 2-driven channel conversations. She talked about the 92-plus percent MRR retention over five years and what it meant operationally. She talked about the Lebanese-American business community network in NoVA, Reston, Falls Church, and McLean that had given her the first twelve anchor clients back in 2012 and 2013.
We asked about the firm 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 Layla was actually ready to sell, what she was working toward for Karim and for herself, and whether her expectations on price were grounded in what the MSP M&A market would actually support at her revenue band, with her security mix, with her compliance posture, in the buyer pool that was active that quarter.
At the end of that call, we set up a working session: an in-person conversation where one of our Managing Directors would walk Layla through our valuation model and tell her honestly what her firm was likely to command. We did not promise her 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 Layla 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 Wednesday at 7:30 a.m. at the Reston office, before the firm’s daily 9 a.m. NOC and SOC handoff stand-up.
Layla was not quite ready to sell an MSP business yet. She went back and waited six months.
The valuation session showed Layla that her firm was actually worth more than she had been hoping, but on conditions she had not been working toward. The number she heard was a meaningful step up from what the inbound consolidator calls had been signaling. Two issues, however, were holding the multiple back from the premium band the SOC team and the SOC 2 compliance had earned. The first was the customer-concentration documentation. The 9 percent healthcare client, the 8 percent accounting client, and the 7 percent legal client were each strong relationships, but the underlying contracts were on month-to-month managed services terms rather than written multi-year MSAs with change-of-control language a buyer’s diligence team could underwrite. The second was the engineer-bench documentation. Layla had four genuinely strong senior infrastructure engineers, but each was effectively the single technical owner of a service line (Azure, network, M365, regulated-industry), and a sophisticated PE-backed buyer’s diligence team was going to underwrite the loss-of-key-engineer scenario aggressively. The engineers were not flight risks, but they were single points of failure on documentation.
We told Layla honestly: she could go to market now and accept the discount, or she could spend four to six months getting the top three concentrated client relationships onto written multi-year managed services agreements with change-of-control language, elevating the four senior engineers’ books into deputy-engineer roles so each service line had two-deep technical coverage, packaging the SOC 2 Type II audit history into a clean diligence asset (auditor relationship documentation, control history, exception trends, remediation cycles), packaging the SOC operational metrics into a buyer-ready format (mean-time-to-detect, mean-time-to-respond, ticket volume by tier, escalation history, retention by SOC analyst), and tightening the ConnectWise Automate plus ConnectWise Manage data hygiene so the buyer-side technical diligence on the operational stack would clear without remediation. We said the second path would likely command a meaningfully better number from a wider range of buyers, especially the PE-backed MSP roll-up platforms that pay premiums for diligence-clean security-led MSPs with documented SOC infrastructure and clean compliance posture.
This is the part most brokers skip. Most brokers would have signed Layla that day, taken her to market, and made the commission whether or not the deal was the best one for her. We told her to wait, even though it meant we did not get paid for six months and might never get paid at all if she changed her mind.
Layla went home and waited. She spent the next six months sitting down with the principal contact at each of the three concentrated clients, walking through the change-of-control conversation honestly, and getting written multi-year managed services agreements signed with each one. She elevated four NOC technicians into deputy-engineer roles across the four senior infrastructure books so each service line had two-deep technical coverage. She packaged the SOC 2 Type II audit history into a sixty-page diligence asset with auditor relationship documentation, control history, exception trends, and remediation cycles. She packaged the SOC operational metrics into a buyer-ready format covering mean-time-to-detect, mean-time-to-respond, ticket volume by tier, escalation history, and retention by SOC analyst. She read up on what active acquirers were paying for security-led MSPs through trade resources from CompTIA and the MSP Alliance, and she tracked deal news in the MSP M&A press. She called us back six months later and said she was ready to sell an MSP business that was finally in the shape it needed to be in.
What we did when Layla came back.
What it takes to sell an MSP business properly
When an owner is ready to sell an MSP business with CGK, the speed surprises them. We took Layla’s firm to market in just under five weeks once she got us her updated financials, the executed multi-year managed services agreements with the three concentrated clients, the deputy-engineer bench documentation across the four service lines, the SOC 2 Type II audit history packaged for diligence, the SOC operational metrics report (mean-time-to-detect, mean-time-to-respond, ticket volume by tier, escalation history, retention by analyst), the ConnectWise Automate and ConnectWise Manage data exports with five years of MRR retention history at the client level, the SentinelOne MDR partnership documentation, the Datto BCDR client deployment roster, the Microsoft Solutions Partner designation evidence, and the full P&L breakouts across managed services MRR, project services, and managed security services.
The blind teaser went out to sixty-four buyers we had pre-qualified, sourced through CGK’s MSP transaction history, our standing dialogue with active PE-backed MSP roll-up platforms, and our memberships in the International Business Brokers Association and the M&A Source. Those sixty-four buyers cut across five buyer types:
- PE-backed MSP roll-up consolidator platforms in the platform-and-bolt-on phase, which were the most active band of buyers in the $10-to-$30M revenue range and dominated the inbound traffic on Layla’s firm.
- Larger national MSP and IT services platforms with strategic-acquirer profiles looking to deepen Mid-Atlantic and DC-metro presence under a single national operating playbook.
- Direct private-equity sponsors in the lower-middle market looking for a security-led MSP platform investment and willing to underwrite Layla’s firm as the platform deal in a new vertical.
- Regional MSP and managed security firms in the $30-to-$80 million revenue band looking for tuck-in acquisitions to deepen Mid-Atlantic geographic coverage and security-services bench depth.
- A small set of strategic acquirers from adjacent verticals, including managed-cybersecurity platforms looking to vertically integrate the MSP wrap and larger IT services and consulting firms looking to internalize the managed services capability.
Forty-seven of those buyers signed NDAs and received the full Confidential Information Memorandum. Twenty-eight submitted Indications of Interest. Thirteen advanced to Letters of Intent. Eight management presentations followed, and we narrowed to four for final-round diligence. Two refined LOIs came back after the final round, and Layla decided between them.
The two final LOIs were materially different. One was a higher headline price from a larger national MSP platform with a strategic-acquirer thesis that wanted to absorb Layla’s firm into a single national operating playbook, harmonize the ConnectWise stack against the buyer’s RMM and PSA toolset, fold the SOC team into the buyer’s centralized 24/7 SOC, and re-route the regulated-industry clients through the buyer’s national compliance program. The structure carried a meaningful earnout tied to MRR retention over three years, which Layla found uncomfortable because MRR retention is not fully within the seller’s control once an integration playbook starts pulling clients onto a different stack. The other was a slightly lower headline price from a PE-backed MSP roll-up consolidator running a platform-of-brands operating model. The consolidator carried about $320 million in revenue across twenty-three acquired MSPs in eleven states pre-Layla, and the thesis was to expand into the Mid-Atlantic with Layla’s firm as the NoVA and DC flagship. Importantly, the consolidator operated each acquired MSP as a standalone brand inside the parent-co structure rather than absorbing them into a single national playbook. The SOC team would stay intact, the ConnectWise stack would stay in place, and the regulated-industry clients would stay on Layla’s compliance program. The hold horizon was longer (a 2029-to-2031 second-bite or strategic exit), and the structure put 80 percent of the consideration in cash at close.
We walked Layla through what each LOI would actually deliver under realistic and pessimistic scenarios, including what the cultural continuity would look like for her four senior engineers, her six SOC analysts, and her three concentrated regulated-industry clients under each owner. The PE-backed consolidator deal was the better one for Layla. The cash position day one was meaningfully stronger when normalized for the absence of an MRR-retention earnout, the platform-of-brands operating model preserved her firm’s identity in the way she cared about, and the cultural fit with a roll-up that valued operating performance over playbook harmonization mattered to Layla more than the headline-price gap. She took it.
Through the whole process, the same CGK Managing Director who had taken Layla’s first call six months earlier was the person walking her through every conversation.
What the deal actually looked like.
How the deal looks when you sell an MSP business with CGK
Layla’s deal closed roughly seven months after we restarted the engagement. The buyer was a PE-backed MSP roll-up consolidator with about $320 million in revenue across twenty-three acquired MSPs in eleven states pre-acquisition, expanding into the Mid-Atlantic with Layla’s firm as the Northern Virginia and DC-metro flagship. The platform’s thesis was a long-hold consolidation play positioning for a 2029-to-2031 second-bite or strategic exit to a larger IT services platform. The consolidator acquired the firm as a stock purchase, with the firm operating as a discrete branded subsidiary inside the parent-co structure, retaining its Microsoft Solutions Partner designation, its SOC 2 Type II compliance posture, its ConnectWise Automate plus ConnectWise Manage operational stack, its SentinelOne MDR partnership, its Datto BCDR client deployments, and the integrity of its 24/7 SOC bench.
The total deal size was approximately $19 million, which represented roughly 8x trailing EBITDA, a premium MSP multiple driven by the SOC team, the SOC 2 Type II compliance posture, the 92-plus percent MRR retention over five years, the security-led service mix, and the regulated-industry client concentration that the buyer underwrote as a feature rather than a risk. About 80 percent of the deal value came as cash at closing. About 7 percent was held back in escrow for fifteen months to cover indemnification, a working-capital adjustment, and small carve-outs for any compliance, audit, or client-contract issues that could surface during the transition window. About 13 percent was a rollover equity stake into the consolidator’s holding company, which gave Layla economic exposure to the platform’s combined long-hold thesis and aligned her interests with the platform’s growth in the Mid-Atlantic over the four-to-six-year hold.
The wire hit on a Friday morning. Layla was at her desk on Sunset Hills Road when the confirmation came through. She walked down the street to a Lebanese coffee shop in Reston Town Center where she met Karim every Friday for lunch, sat down across from him, and said in Arabic: “خلصت” — “I finished it.” Karim teared up and did not speak for two minutes. Then he ordered her a knafeh and they sat together while Layla looked out at the Town Center plaza for the first time in fourteen years without thinking about the next contract negotiation, the next SOC analyst hire, the next renewal cycle.
Layla stayed on as a part-time strategic advisor for the platform’s Mid-Atlantic operations for twelve months after closing, which let her personally introduce the four senior engineers and the SOC manager to the consolidator’s leadership, walk through every regulated-industry client relationship with the new compliance team, lead the integration of one follow-on MSP acquisition the platform completed in the first nine months in a sister Mid-Atlantic metro, and shape the platform’s commercial-only strategic posture in the DC area. After twelve months, Layla stepped back to a quarterly board-observer role that gave her room to be home with Karim and to start the small advisory practice she had been thinking about for two years.
What happened to Layla’s people.
Life after you sell an MSP business
Layla cared most about her four senior infrastructure engineers (the Azure architecture lead with eleven years, the network and infrastructure lead with nine years, the M365 modernization lead with seven years, the regulated-industry lead she had recruited in 2022), the six-person SOC team she had spent three years building, the twelve NOC technicians and eight helpdesk technicians who carried the day-to-day operational load, and the sales, accounting, and leadership team who had shown up for her during the build-out years. The PE-backed roll-up consolidator was a platform-of-brands operator who would actually run the firm as a discrete branded subsidiary with the existing leadership rather than parachute in a national operations team from a Big Four playbook. That made the people part substantially cleaner than it would have been under the larger national MSP platform that would have absorbed her four senior engineers into shared regional service lines and folded the six-person SOC into the buyer’s centralized national 24/7 SOC.
The buyer kept all 48 W-2 employees, honored the existing pay structure across the engineering, SOC, NOC, and helpdesk benches, and committed to keeping all four senior engineers in their roles with expanded scope under the platform’s combined Mid-Atlantic operations. The SOC manager and the six-person SOC bench were preserved with formal stay-bonus packages tied to two-to-three-year retention windows. The deputy-engineer bench Layla had elevated during the wait period was preserved with formal stay-bonus packages tied to two-year performance windows. The Microsoft Solutions Partner designation transferred cleanly to the combined platform under the parent-co structure. The SOC 2 Type II compliance posture was preserved without a remediation cycle. The regulated-industry clients (the healthcare practice group, the regional accounting firm, the legal services platform) stayed on Layla’s compliance program rather than being re-routed through a national compliance harmonization.
Karim was home from the cardiologist for a routine check-in the morning the wire hit, and Layla was home with him by 4 p.m. on closing day. Her parents drove down from her brother’s place in Falls Church that weekend. Her daughter Rana flew in from Seattle the following Friday for ten days. Layla used the time to sit at the kitchen table with the three of them for the first uninterrupted week in about eight years and to start a quiet conversation with herself about what the next ten years should look like.
What Layla told us afterward.
Why owners who sell an MSP business with CGK keep coming back
About four months after closing, Layla called the Managing Director who had run her deal. She said two things that the Managing Director still tells new sellers about.
The first was about the six-month wait. She said: “Three of the consolidators who had been calling me were ready to move in thirty 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 documentation and the engineer-bench question wide open. The reason I sold with you is that you told me the truth about how my SOC bench and my SOC 2 compliance were actually being valued by the right buyers, the truth about what the loss-of-key-engineer scenario would look like in a sophisticated PE-backed buyer’s diligence, and the truth about what getting the three top clients onto written multi-year MSAs would buy me in LOI conversations six months later. 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.”
The second was about who she sold to. She said: “I almost signed with the larger national MSP platform because the headline price was bigger and the integration plan looked impressive on paper. The fact that you walked me through what each buyer would actually do with my four senior engineers, my six-person SOC, my SOC 2 compliance posture, and my three regulated-industry clients, what each buyer’s hold horizon would mean for the firm three and five years out, and how a platform-of-brands consolidator operating model was structurally different from a national-playbook strategic, 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. Layla is one composite story, but the pattern is real. The owners we work with who decide to sell an MSP business usually find their way to us through versions of Layla’s situation, and the relationships start with a long listening session and a free walkthrough, not a pitch.
Ready to sell an MSP business? Where are you in Layla’s story?
If you are starting to think about how to sell an MSP 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 Layla at month 1: just exploring
You are not sure if you want to sell yet. The MSP consolidation thesis keeps shifting, your customer-concentration documentation is thinner than you would like, your engineers and SOC analysts are deep but you have not packaged the bench depth for a buyer, your SOC 2 audit history is good but it is not yet in diligence-grade form, your spouse situation or your health situation is changing, you are curious about how a buyer would value your managed services MRR versus your project mix versus your security wrap, or maybe a PE-backed roll-up or a larger national MSP platform has been calling you. 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 Layla at month 6: ready to go
You have done the work to clean up the firm. The financials are tight. Your top concentrated clients are on written multi-year MSAs with change-of-control language. Your engineer bench is two-deep across each service line. Your SOC operational metrics are documented in transferable form. Your ConnectWise stack data is clean. Your SOC 2 audit history is packaged for diligence. Your Microsoft Solutions Partner designation evidence is organized. 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 30 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 MSPs and IT services firms doing $1.5M+ in annual revenue, including managed services operators, managed security and SOC operators, project-services-led IT consultancies, M365 and Azure specialists, and integrated MSP 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 an MSP business with CGK, one named senior Managing Director stays with you from the first call through the wire transfer, just like Layla’s Managing Director stayed with her for seven 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 an MSP 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.
Layla’s brother-in-law, who runs a regional accounting firm that sits inside her top three concentrated clients, is the one who first sent her a clip of CGK on Bloomberg. He had been watching the segment from his office in Tysons Corner during a Tuesday morning newsroom rotation and recognized the firm name from an MSP-industry trade article about how to sell an MSP business that he had forwarded to her two months earlier. He sent her the link with a note that read “Layla, this is who you call.” 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 Layla called was in her local DC-metro market. Yours might be one of these.
When you sell an MSP business with CGK, whichever office you reach, you get the entire firm. Layla worked with a CGK Managing Director based out of the firm’s Mid-Atlantic and DC-metro network, but her deal benefited from a buyer pool we sourced firm-wide, including the PE-backed MSP roll-up 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 Layla and Other MSP Sellers Ask Us
Practical answers to what comes up before, during, and after the kind of engagement Layla went through, when you sell an MSP business with CGK.