A Focused Practice. By Design.
PJP Business Advisors works exclusively with two kinds of businesses — home improvement companies and mobile services operators — and with a specific outcome in mind: building businesses that grow, scale, and reach a real exit. The narrow focus is not a limitation. It is the basis for the depth of operating experience the practice brings.
Most advisors work across whatever sectors their next inquiry comes from. PJP works only where the operator's playbook applies — where the field workforce, the production or route discipline, the job-level economics, and the path from $2M to a transaction are sectors Pat has built, scaled, and exited inside, not sectors he has read about.
The Sectors We Serve
Home Improvement
Companies that transform residential properties — painting, flooring, windows, roofing, insulation, siding, and exterior or interior renovation services.
Home improvement is where Pat's deepest experience lives. He scaled a $2M regional insulation operator into a sixty-location national franchise platform with $90M+ in system-wide sales, culminating in a private equity acquisition by The Riverside Company in December 2020. The operational challenges of home improvement businesses — seasonality, estimating discipline, production management, sales process, leadership development, and the path from founder-operator to a sellable enterprise — are ones Pat has navigated at every level of growth and through a successful transaction.
If your business installs, replaces, or improves something in residential properties, is operating between $2M and $10M, and you want to scale it toward a meaningful exit, you are in the right place.
Mobile Services
Route-based service operators that deliver work from a truck, van, or fleet vehicle — pest control, mobile detailing, mobile diagnostics, mobile maintenance, route-based commercial cleaning, mobile pet services, and similar fleet-driven service businesses.
Mobile services businesses run on a different set of mechanics than fixed-location operators — and many of those mechanics, when properly built, make these businesses uniquely attractive at exit. Route density, vehicle utilization, technician productivity per stop, dispatch logic, and recurring revenue all translate directly into the EBITDA quality, customer concentration profile, and operational documentation that sophisticated buyers reward. The discipline that turns a single truck into a fleet is the same discipline that turns a fleet into a saleable platform.
If your business runs out of vehicles, grows by adding more trucks and routes, and you want to build it into something a strategic or financial buyer will value, you are in the right place.
Built for Growth. Built for Scale. Built for Exit.
Every engagement is held to a higher bar than operational improvement alone. The systems, leadership infrastructure, and financial discipline installed during a PJP engagement are designed to do three things at once — drive growth, support scale, and prepare the business for whatever transaction or generational handoff comes next. Whether the goal is a private equity acquisition, a strategic sale, a franchise expansion, or a family transition, the operational foundation is the same. PJP builds it.
Are You the Right Fit?
If three or more of the following describe your business, PJP is likely the right fit:
Revenue between $2M and $10M with growth that has slowed or plateaued.
A founder or new owner who is the operational center of gravity for the business.
A field or route workforce that is difficult to manage consistently at scale.
A leadership team that is capable but lacks structure, accountability, or clear direction.
A defined exit horizon — whether two years or ten — that the business is not yet ready for.
A business navigating generational transition with no structured plan for the handoff.
A business that was recently acquired and needs experienced operational support from day one.
Outside These Two Sectors?
If your business is in commercial services, professional services, manufacturing, or technology, PJP is not the right advisor — and you will hear that directly. The practice's value depends on the depth of operating experience inside the two sectors named above. That value does not transfer to sectors where it does not exist.