Six managed‑service‑provider founders share why they chose to sell their businesses, revealing that price was rarely the sole driver in recent MSP M&A activity.
Personal goals often outweigh the headline price
For Christopher Luise, the chief operating officer of New Charter Technologies, the decision to sell Adnet Technologies in 2021 was rooted in succession planning and employee opportunity. “I wasn’t just looking at price,” he said. “I was looking at what happens after the deal.” The balance between a fair price and a sustainable future for his staff guided the transaction.
Similarly, Mark Essayian of KME Systems exited to Courser in 2024 after three decades because he did not want “to die at my desk.” He framed his business as an “ATM for your life,” emphasizing lifestyle goals such as travel, charitable giving, and reduced work hours over maximizing the sale amount.
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These owners illustrate a broader trend: founders weigh personal milestones, family considerations, and the desire for a quieter life against the financial upside of a sale.
Staying involved after the deal is common
Several founders chose to remain active. After selling PCH Technologies to Evergreen in 2025, Tim Guim continued leading the company, citing a need to protect its culture and client relationships. “The highest‑value offer wasn’t necessarily the right fit,” he explained, noting that some buyers viewed his firm merely as a revenue bolt‑on.
These post‑sale roles reflect a desire among founders to maintain influence while shedding some operational burdens.
Preparation and due diligence prove critical
Across the interviews, owners highlighted the intensive nature of due diligence. Guim recounted pulling contracts, vendor agreements, and financial scenarios while keeping the process secret.
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These stories suggest that founders who treat the sale like any other business operation—by cleaning up financials, documenting processes, and engaging experts—are better positioned to manage the complexities of MSP M&A.
Leadership transition demands clear communication
Effective communication emerged as a recurring theme. Transparent dialogue helped mitigate employee uncertainty and client churn, smoothing the handover.
Overall, the founders’ experiences reveal that MSP M&A decisions are rarely driven by a single factor. Personal aspirations, cultural fit, ongoing involvement, and meticulous preparation all shape the outcomes.
