We buy real businesses — not jobs that only pay when the owner shows up. The companies we look for are genuinely profitable, with employees, equipment, and operating procedures already in place, and a reputation worth carrying forward. We plan to integrate each business into our growing construction operation, keep its people, and build on what you have created — not strip it for parts. We are entrepreneurs ourselves, so we understand first-hand what goes into building a profitable business.
We understand what you have put in. You worked hard for years, and there were times the business cost you family time and weekends. That is exactly why we want to continue your legacy rather than dismantle it. We are not a faceless corporation or a fund that will clear out your team in the first week — we aim to be a safe pair of hands and a genuine exit plan. In most cases we like to keep the seller on as a minority shareholder, so your hard-won knowledge stays in the business to advise and guide us as we grow.
Our goal is to grow and diversify into a true one-stop shop for property developers and large builders. We want to start at the foundation, then frame, build, plumb, and electrify a home, and hand over a finished, move-in-ready product to the developer — a home ready for the homeowner to move straight into. We are working to unite multiple trades — including framing, roofing, siding, glazing, HVAC, electrical, and plumbing — under one roof, to deliver seamless, high-quality service across the North Carolina Piedmont Crescent.
That is why the right businesses don't just join Dutch Orange — they complete it. Every acquisition adds a capability, a crew, or a market, and moves the whole platform forward.
Every step is confidential, and we move at a pace that respects you and your team.
After you reach out, we will have an initial, no-pressure conversation to get to know each other and decide whether we are a good fit. Everything is confidential from the very first call.
If it feels like a fit, we sign a non-disclosure agreement so we can both speak openly and freely.
We meet to learn how your business works. You will tell us your story, show us some of the work you are proud of, and — where possible — take us by your office and a few of the homes you have built. At this stage we want the high-level picture: financial performance, your team, and the type of construction you do. Where it helps, we can do much of this outside of business hours, so the whole process stays confidential.
We request financial statements and company registration details. With that initial information we complete an early valuation of the business.
We present you with a Letter of Intent — our formal offer to purchase the business, based on the information shared with us at this stage.
If the LOI is accepted, we begin due diligence and present the opportunity to our investors and financial partners. We examine the whole business — your team, financial performance and position, and whether cash flow comfortably supports the financing structure. Expect several meetings as we get to know the business in depth.
This stage takes time — anywhere from 60 days to six months — because we want to understand exactly how your business runs before we close. In many cases, it is the financing process that takes the longest.
Our attorneys draft the final contract, and then we reach closing day.
For the first two weeks after closing, you work alongside us to ensure a smooth handover. Then take a well-earned break for a few weeks. We will ask you to stay involved for three to six months, after which you can step into an advisory role for as long as it suits you.
We structure each acquisition with the right mix of capital for the situation. Because we draw on several sources, we can be flexible on structure and fair on terms.
The best way to find out is a quick, confidential conversation.