Not a panel-upgrade company. We acquire electrical, plumbing, and HVAC shops, move them onto Verified's technology and business management, and roll them up into one sellable platform.
Running construction, the same problem showed up on every project: the trades are full of great, cash-flowing shops run by owners nearing retirement with no succession plan, no modern systems, and no buyer. They're worth more together than apart — but nobody is buying them, standardizing them, and rolling them up. Then it clicked.
Buy those shops cheap, put them all on one system — The Verified System: AI back office, JobTread, a standard field kit, playbooks, and a standardized estimation process — and you don't have a scattering of one-truck operators. You have one platform that can be consolidated and sold at a multiple far above what the shops cost — that's the arbitrage.
So instead of building one truck at a time, I designed a machine to acquire firms across the exact trades a whole building project requires — electrical, plumbing, HVAC, civil — and run them all on one standardized system.
In the opening weeks — while I'm still under contract — stand up The Verified System: AI back office, JobTread, the field kit, playbooks, and the Verified estimation process. A hook offer gets one truck rolling and the licensed entity up.
Buy trade shops and move them onto the system — starting with electrical, then the next trade. "Come onto our system and we buy you out." Each wave gated on the last integration proving out.
Roll the acquired firms into one platform of scale and recurring revenue, and sell it at a multiple well above what the shops cost.
Each trade is built by acquiring shops and putting them on Verified's system — one brand, one AI back office, one insurance umbrella. We go deep in one trade, then start the next.
The licensed GC that ties the acquired trades together and bids whole projects across the platform.
Where we prove the system, then acquire electrical shops onto it. The hook: panel upgrades that get the first truck rolling.
The next trade to roll up. A sewer-scope hook gets the entity started; acquisitions build the fleet.
Third trade to consolidate. A tune-up hook opens the door; we acquire shops to scale it.
Site & underground work on the "A" license — the deepest trade, added once the platform has scale.
The same mechanic can add adjacent lines later — Pools, Landscaping, Roofing — on top of the core five.
This is the value engine: buy small at a low multiple, standardize on one system, add scale and recurring revenue, and the whole thing re-rates to a much higher multiple on exit.
Retiring owners with no buyer sell at roughly 4× — offered a buyout alongside a seat on our system.
AI back office, JobTread, the standard field kit, and playbooks — one way of running every shop.
Consolidated fleets, shared overhead, and service agreements turn one-off jobs into a repeatable base.
A standardized multi-trade platform at scale sells near 8.5× — the arbitrage over what the shops cost.
The hook isn't the business — it's the bridge. A sharp, in-demand offer gets one truck on the road and the licensed entity stood up, funds itself while we build the system, and holds the fort until the first electrical firm is acquired. It exists to establish and prove, not to grow organically.
The hook stands up the licensed entity and gets a truck rolling. The fleet is then built by buying shops onto the system — the hook is the bridge, acquisitions are the engine.
Stand up the system and the entity, then begin acquiring electrical shops onto it.
Grow electrical to target size, then start plumbing and roll it up by acquisition.
Consolidate the mechanical trades onto the same platform and system.
The deepest trade, added on the "A" license once the platform has scale.
Roughly 9 firms acquired → ~57 service trucks (~19 per trade), run on one system. The hook carries the earliest months; acquisitions build the revenue. Here's the base-case ramp as the platform consolidates.
By Year 6 that's about $37M in platform revenue at an ~12% EBITDA margin (~$4.5M). Valued sum-of-the-parts — but at scale, with recurring service revenue, the blended multiple lands near 8.5× for a ~$47M enterprise value and about ~$40M of equity. Because capital is called in gated waves, a stall caps how much is ever at risk rather than losing the whole commitment.
Builds The Verified System, drives the acquisitions, and is the hands-on integration engine early — installing the system into the first firms, then cleanly CEO as the Integration Manager comes on. Runs Construction and Civil directly.
Funds the launch and the acquisition waves, paid back first with a preferred return. Backs the plan; I drive it.
Anchors electric as licensed lead and a 5% owner — hands-on at launch, then oversees the acquired shops as they consolidate.
Runs the Ops Desk — scheduling, billing, books, and the shared back office every acquired shop moves onto. The backbone.
The whole point is the sale — but a standardized, licensed, multi-trade platform gives us more than one way to cash it. When it's built and consolidated, we choose.
A standardized multi-trade platform at scale is exactly what national consolidators pay a premium for.
Each licensed trade is its own sellable asset — sell one, keep the rest.
No forced sale. Hold it and run it for the cash flow as long as it makes sense.
A platform that acquires trade firms, puts them on one system, and consolidates them to sell — starting with electric, trade by trade, in gated waves. Prove it for under half a million, deploy ~$10M of equity plus ~$6M of debt across 9 firms, and build a ~$37M platform. Sell it whole, carve it by trade, or keep it and run it. The plan is already fully mapped, and I'm all in.