What selling your business to HydroCore looks like
Selling a company you built is a big decision. We keep the process straightforward, we say what we mean early, and we plan for the people who will still be there the day after closing.
Established fleets, stable customers, predictable work
| Fleet size | 5 to 25 trucks | Well maintained and earning revenue |
|---|---|---|
| Annual earnings (EBITDA) | $1M to $3M+ | Profit before interest, tax and depreciation, adjusted for owner pay and one-off items |
| Geography | Western and Central Canada | Markets with strong infrastructure activity |
| Customer base | Diversified | Construction, utilities, municipalities and energy |
| Ownership | Owner-operated | Owners thinking about retirement or succession |
Smaller than this? Talk to us anyway. Smaller companies can join the platform company in their region.
What owners can expect
- Your team and customer relationships carried forward, whether your company becomes a regional platform or joins one
- Respect for the name and reputation you built in your market
- A straight answer when the facts change, on price or anything else
- A transition timeline that fits you
- The option to stay involved or step back gradually
How we operate after closing
- Clear accountability, with operators running the business day to day
- Back-office support from the group: finance, safety, HR and technology
- Capital for fleet renewal and new trucks, planned with your managers
- A constant focus on safety, uptime and customer service
From first conversation to the first hundred days
A confidential conversation
We talk about your business, your plans and what matters to you. Nothing is shared without your agreement.
Letter of intent
If there is a fit, we put the main terms in writing early so you know where we stand.
Due diligence
We review the business together, with a clear list of what we need and a single point of contact on each side. Why the price can move after a letter of intent
Closing
Definitive agreements are signed, and your team hears about the change from you and from us together. Why that matters
The first hundred days
We listen first, keep what works, and agree with your managers on the few changes that will help the business most.
"Skeletons don't kill deals. Secrets do."
Bradley MacDonald, Co-founder and CEO
Every business has problems. We can build around a problem we can see. What we can't build around is a surprise in month three.
Straight answers before you pick up the phone
How would I be paid?
Usually a mix: cash at closing, with part of the price paid over time or as a stake in the larger company. The mix depends on the business and on what you want, and it is set out in the letter of intent.
Do I have to stay on after the sale?
No. Some owners stay and keep running the business; others step back over an agreed transition period. We agree on your role up front, before anything is signed.
Will my company keep its name?
Our regional platform companies keep their names. A smaller company may join the platform company in its region and operate under that name. We will be clear about which applies to you in our first conversations.
What happens to my employees?
Your crews and managers are the business, and we plan for them from the start. Your team hears about the sale from you and from us together, not through the grapevine.
How do you keep this confidential?
We sign a confidentiality agreement before you share financial information, and we do not contact your employees, customers or suppliers without your agreement.
How long does it take?
We plan for about 90 days from a signed letter of intent to closing. Lenders, landlords and the state of the books can move that, and we will tell you early if something is holding it up.
What will you need from me?
Financial statements, a fleet list with hours and condition, customer and contract information, and time with you and your key people. We send a clear list and work through it with one point of contact on each side.
Can the price change after the letter of intent?
It can, in either direction, if due diligence finds something different from what was assumed. A well-written letter of intent says how that gets handled before anyone needs it. Bradley explains how it works.