A precision medtech manufacturer in New York
Founder-owned and FDA-registered, with about $11.5 million of EBITDA
The deal
The situation, the approach, and the outcome
Founder-owned and FDA-registered, with about $11.5 million of EBITDA
- The situation
- A founder-owned maker of precision orthopedic surgical instruments in New York: FDA-registered, with long-standing OEM relationships and about $11.5 million of EBITDA at the time it went to market. After three decades, the founder wanted a complete exit at full value, with certainty of close and the workforce protected.
- The approach
- In the months before launch, the work tightened the story buyers underwrite: the quality-system documentation, longer OEM contracts, and management depth beneath the founder. The process then went to global surgical-device strategics and diversified medtech acquirers looking for capacity in the United States, and held competitive tension through final bids.
- The outcome
- A publicly traded surgical-technology company bought 100 percent of the equity, all cash at close, with no earn-out and no financing condition, at a multiple a full 1.5x above the top of the range the industry usually trades in. The founder signed on for a twelve-month transition.
How it was done
Four levers, in every sale
The details differ from deal to deal. The work underneath them does not.
The four levers behind every one
- Answer every question firstWeeks of quantitative and qualitative analysis before anything goes to market, so the materials answer every question a buyer or investor will ask. Leverage at the letter of intent starts here: a factual, compelling story that leaves a buyer no risk to price.
- Tell the right storyOperational maturity, technology that sets the business apart, and the quality of its revenue, put in the terms a buyer underwrites.
- Run a competitive processA disciplined process with several qualified buyers at the table at once, so the tension between them sets the price.
- Structure to close the gapWhere buyer and seller see different numbers, the structure bridges them, so the total value to the shareholders is the number that counts, not the headline.
Where it fits
Read the rest of the story
What this kind of deal means for an owner, and the pages that go deeper.
- Full exitHow this structure works, what it trades, and what to ask about it.Open
- Who buysThe kinds of buyer that come to the table, and what each one wants.Open
- Selling a business in New YorkTaxes, rules, and how a sale runs in the state.Open
- What buyers pay for in manufacturingThe sector's range, what moves a business within it, and the buyers who look.Open
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Read the deal
Questions
What a careful founder asks about a deal page
Members of the FNDRS M&A team advised on this sale. The team's record includes work at prior firms, and no company, buyer, or advisory firm is named. FNDRS is a young firm; deals like this one are the experience its people bring to it.
Because the owners have not agreed to be named. The sector, the place, and the shape of the deal can be shown without them; the name stays with the founders.
No two sales are alike. This deal shows what the work can look like, not what any other sale will bring. The price, the structure, and the timing of a sale depend on the business, the buyers, and the market at the time, and no one can promise them.
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