I'm looking for one business — not hundreds.
Most approaches a business owner receives are from brokers, aggregators or private-equity buyers working through long lists. This is the opposite. I want to find one good business, get to know it properly, buy it, and run it myself for the long term. If that's you, you'll be talking directly to the person who intends to take the wheel.
Who I am
An owner-operator, not a broker or a fund.
I'm Peter Langdon — an experienced business owner relocating to the US Sunbelt to put down roots and run one business for the long term. The simple version: I've built and run a business of my own, and I want to do it again, here. I'm coming to operate it myself, not to manage it from a distance.
For the past decade I co-founded and ran a regulated healthcare business from a standing start — finding the premises, hiring and looking after the team, winning and keeping customers, dealing with suppliers and regulators, making payroll every month and carrying the worry home at night. I grew it into an award-winning operation with the books squarely on my desk. I know what it actually takes to keep a business running well, day in and day out, because I've done it, not just advised on it.
When it came time to step back, I did not sell that business to a financial buyer. I moved it into employee ownership, so the team that built it could keep it, the customers had continuity, and the business kept its character. That is the same kind of succession I am trying to offer here: practical, fair and protective of what made the business worth building in the first place.
I trained as a chartered accountant and earlier worked on the buying and selling of companies, so I can do a deal properly and fairly and won't waste your time. But none of that is the point. I'm not here to flip a business or run it from a spreadsheet. I'm here to take the wheel of one good business, look after the people in it, and grow it for the long haul. I have committed personal capital available and the hands-on experience to run the business myself.
Hands-on business owner · Chartered Accountant · MBA, University of Oxford
What this can offer a founder
A succession that protects what you built.
Selling isn't only about price. For most founders it's also about what happens to the staff, the customers, the name and the legacy. I'm open to structuring a deal around those things, not against them:
- Meaningful cash up front — a fair, real offer at closing, backed by committed personal capital.
- A staged handover — you stay involved for 6–18 months so the transition is calm and the team is looked after.
- Flexibility on structure — seller financing and an equity rollover are genuinely welcome where they help both sides and keep us aligned.
- Continuity — for your staff, your customers, your suppliers and your name.
- Discretion — every conversation is confidential, with no obligation.
What I'm looking for
Steady, useful, built to last.
The best fit is a business that does important work for repeat customers, has earned trust over many years, and would benefit from a committed successor rather than a short-term financial buyer. It does not need to be fashionable. In many ways, the quieter and more essential the work, the better.
The kind of business
Profitable, established businesses serving other businesses — the essential, repeat-demand, often unglamorous work that customers always need. Industrial, compliance, maintenance, trade-services and specialist B2B operations all fit.
The kind of owner
An owner thinking about the next chapter — retirement, stepping back, or simply wanting a trusted successor — who cares that the business and its people are left in good hands.
Roughly the size
Established teams and revenue, typically a handful to a few dozen staff. If you're not sure whether you fit, the easiest thing is just to ask.
Where
The US Sunbelt — with a focus on Texas (Houston, Dallas–Fort Worth, San Antonio) and Florida (Tampa, Orlando).
- Essential work — customers rely on the business because the work has to be done properly, often around service, maintenance, compliance, inspection, repairs or specialist operations.
- Repeat demand — revenue comes back through scheduled work, responsive service, trusted judgment or ongoing relationships rather than one-off transactions.
- Physical presence — the work still needs capable people on site, in the shop, with customers or around real equipment and assets. Technology can help the business, but should not replace its core value.
- Established people — a small, capable team knows the customers and the work. I am looking to support those people, not remove what made the business good.
- Practical scale — profitable and established, usually large enough to support a full-time owner but still personal enough that stewardship matters.
Less likely to fit: businesses built mainly on speculative growth, heavy project risk, one major customer, or a seller who simply wants the highest auction price regardless of what happens next.
How a conversation works
Unhurried, confidential, no obligation.
It starts with a private, no-pressure conversation — often just coffee or a phone call — to understand whether there's a fit. Nothing is shared, nothing is committed, and there's no broker in the middle. If it's not right, it ends there, in confidence. If it is, we take the next steps together at your pace.
Get in touch
If this sounds like your business, I'd like to hear from you.
A short, confidential note is all it takes — even just to ask a question. It will reach me directly.
A smaller first step
If writing a full email feels premature, send a brief private signal instead.
Every enquiry is treated in strict confidence.