XYX Widget Company, Inc.
|BUSINESS INFORMATION REPORT
Overview
Company History
Company Milestones
Our Business Model
Purpose
Vision
Corporate Strategies
Dominant Orientation
Values
Goals
Sales Philosophy
Strengths and weaknesses
Opportunities and threats
Products
and Services
7|
(Narrative with photos)
(Sales volume and # units produced)
10 | Customers
Top 10 Customers
Revenue By Region Map
1|
2|
3|
3|
14 | Our Team
Management Team
Employees
Suppliers
17 |
19 | Facilities and Equipment
24 | Information Systems
25 | Proprietary Assets and Intellectual Property
26 | Legal, Regulatory and Environmental
27 | Strategic Initiatives
30 | Financial Information
Financial and Operational Highlights
Income Statements and Balance Sheets
Key Performance Indicators
Notes to Financial Statements
38 | Outlook and Forecasts
39 | Ownership
40 | Relationships and Advisors
41 | Supplementary Information
Federal income tax returns
Corporate books and records
Contracts, agreements and other arrangements
Overview
29
XYX is a 29 year
old business
38
XYZ sells to
companies in 38
states
$30
Million Revenue
for 2014
115
Employees
XYZ Widget Company, Inc. is a major
producer of aluminum widgets for the
North American transportation
industry. The company's owners are
seeking a strategic buyer as they plan
for the next three years.
As XYZ Widget Company's
owners, we are proud of our
company's heritage. We have
grown from a basement
based side business into a
thriving industry leader over
the past twenty nine years.
Further, our company culture
has been established so that
we are poised to continue to
grow and expand as
opportunities arise.
At this point, we have
decided to proactively seek
an acquisition partner in
order to position XYZ to be a
perpetual company. We have
no misconception that
succession transition for a
company our size should be
easy. For these reasons, we
will dedicate the time and
energy needed for XYZ to
thrive under its new owners.
Therefore, we are pleased to
provide this comprehensive
Business Information Report
as a tool for facilitating
dialogue and decision making
to our prospective acquisition
partners. Our purpose in
providing this is to help
streamline and accelerate the
due diligence and decision
making processes.
All information contained in
this report has been compiled
based on our internal
company documents. We
have used our best efforts to
insure that the information is
accurate and not misleading.
However, we make no
guarantee that the
information is error free.
Company History
A Casual Remark Started It
In 1985 John McFarlane was a mid-level engineer
with a Fortune 500 manufacturer. Although John
was a hard-working conscientious employee,
there was nothing remarkable about his career at
that point. At 38 years of age he had a good job
and was comfortable with his position in life. Then
in one rather ordinary meeting, John happened to
pick up on something that would change his life
forever. For some reason, a purchasing agent's
casual remark sounded "like a megaphone in my
ear" according to McFarlane. That remark was
simply “it’s next to impossible to find quality
aluminum widgets these days”.
For the next week John had a constant thought of
“why not?”. Aluminum widgets were certainly not
some kind of high tech and highly customized
product. As the ensuing weeks passed, John began
to think more along the lines of “why not solve
this problem”. As the restlessness set in, John
began to deeply question his purpose in life. Did
he want to be known as an engineer with a good
job? Instead, why not do something truly
important and remarkable? At that point, John
viewed the widget opportunity as a means to
impress the executives in his company.
He was wondering whether or not he had the
energy to discover a manufacturer that could
serve as a strategic supplier for his company. If
successful with solving the widget problem, he
would surely get a healthy raise and/or bonus as
well as position himself for a promotion.
Beginning To Sense Something Big
John’s quest for an aluminum widget source
quickly revealed that the purchasing agent was
not exaggerating; indeed, there were no
manufacturers to be found that were committed
to producing quality aluminum widgets. As a
result, John decided to build a strong business
case and pitch the idea of supplying aluminum
widgets to the manufacturers he had spoken with
earlier. He was certain that at least one company
would be ready to produce the widgets needed
after hearing about his company’s current need
and three year forecast.
John’s interest in aluminum widgets exploded
when he saw the purchasing agent at lunch one
day during this phase. John directly asked him “do
you think that other companies or industries have
a need for aluminum widgets like we do?”.
Fortunately for John, the purchasing agent had
been in similar roles across other companies and
industries. He responded immediately by
indicating that aluminum widgets seemed to be a
challenge across the board. John received
confirmation of this void in the market after
calling three references provided by the
purchasing agent.
Despite John’s enthusiasm and the apparent
emerging opportunity, he could not get more than
an introductory conversation with the prospective
manufacturers he called on. John was blown
away by their lack of interest. In his mind, they
were all missing a huge opportunity. Nonetheless,
John had his on-going daily responsibilities so he
decided to let go of the idea. Little did he know
then that the idea would not let go of him!
The Family Reunion
As the months passed John’s interest began to
wane, yet he still thought about other ways to
possibly solve the widget problem. But, he
became reignited at a family reunion. Surrounded
by cousins his age who were achieving apparent
significant career success, John felt as though he
might be wasting his life away. About that time a
well intentioned uncle referred to John as a
“steady Eddie engineer” who would likely remain
a company man and retire from the only company
he ever worked for. Seemingly out of nowhere
John blurted, “Well I am starting my own business
soon”. He couldn’t believe the words as they were
coming out of his mouth. Yet after he said it he
felt no reason to apologize or clarify. This was
John's defining moment.
Adding fuel to his fire was the fact that most of
the family members repsonded to his remark with
expressions of "that's nice John."
Company History (continued)
A Basement and A Breakthrough
Fast forward 18 months post-reunion…John was
spending most nights and weekends in his
basement learning about aluminum widgets,
designing a prototype, and determining how to
make them. Whenever he felt like giving up, he
referred to a 3” X 5” index card that he had
posted in his shop. On that card John had hand
written “That’s nice John” as encouragement to
keep pushing.
The Journey
Although there have been many peaks and valleys
and close calls over the following 29 year journey,
there’s no question that XYX Widget Company has
been successful. John and TeamXYX have gained
wisdom and strength from the years together on
this journey. It has been a truly remarkable ride!
Along the way he was networking with machinery
brokers to find used equipment that he could buy.
He was excited to find the two critical pieces he
needed from a company in financial distress.
However, the fact that they were in distress was a
sobering reality check for John that he was
venturing into risk like he had never known
before.
After numerous trial and errors John finally
produced an aluminum widget that he thought
would work. Now what? John decided that the
best thing to do would be to go straight to his
boss, show him the widget and see what he
thought. After initially admiring the attractive
design, John’s boss pointed out the conflict of
interest. John would not be able to sell them to
his publicly traded employer. Ultimately, John was
able to convince the powers that be to agree to a
no strings attached pilot project to see how the
widgets performed.
John McFarlane's Work Bench - circa 1987
The initial results were overwhelmingly positive.
The prototype widgets would work and be a
viable product in the market.
A Mega Decision
With the clear success of the initial aluminum
widgets, John was forced to make a critical
decision. Should he stick with the comfort and
security of his job or take a huge leap of faith and
start his own company. It would be risky for sure,
but John’s instincts convinced him that there
really was no decision to make. He had to start
the company or he would live with regret the rest
of his life.
Widget Prototype #1
Company Milestones
FY 2009
$20,000,000 in revenue for the first
time
11/2006
Expansion into Canada
500,000th widget is sold.
1992
First 3 employees are hired as core
team.
1990
First facility is opened.
XYZ Widget Company is Incorporated.
4/1/1988
First Aluminum Widget produced.
McFarlane's Family Reunion where he
blurts "I am starting my own business
soon."
Feb 1988
May 1986
Purchasing Agent, "It''s next to
impossible to find quality aluminum
widgets"
Fall 1985
2005
Business Model
PURPOSE
To profitably design, manufacture and sell
innovative products and services.
VISION
To be recognized by customers as the preferred
provider of products, services and solutions in all
markets we serve.
CORPORATE STRATEGIES
Employees – recruit, develop and retain the best
human resources.
Financial – Revenue and pre-tax profit growth of at
least 10% annually while improving returns on
invested capital and minimizing risks.
Manufacturing – Produce quality, safe products at a
reasonable cost.
Marketing – Develop, segment and increase market
share annually.
Products and Services – Create innovative products
and solutions that exceed customer expectations.
DOMINANT ORIENTATION
Long-term view, customer success driven and
financially oriented.
VALUES
Customers first
Financial stability
Integrity
Quality
Teamwork
Enjoyable work environment
GOALS
- Provide our customers with quality, reliable
products, services and solutions at equitable
process.
- Provide employees with a challenging, stable, safe
and enjoyable work environment.
- Provide profit and cash flow required to sustain
growth, stability and targeted returns.
- Develop and maintain mutually beneficial
relationships with suppliers.
- Be a good corporate citizen in our community.
SALES PHILOSOPHY
Our legacy began with a highly focused and energized
direct sales method. This has served us well and we
remain committed to it. Here are elements of that
approach:
- Home-grown sales representatives.
- Quota based compensation system.
- Fostering long-term customer relationships.
- Utilizing technology as a sales tool where it makes
sense.
- Integrated approach - - sales, manufacturing, inside
sales, and service collaborating to serve customers.
STRENGTHS
- Our product portfolio is the widest and deepest in
the industry.
- Direct sales channel has proven powerful for account
acquisition and retaining customers over the long haul.
- Manufacturing equipment and facilities.
- Reputation in the market and community.
WEAKNESSES
- Operational processes are not optimized.
- Lack of quality partnerships with logistics companies.
- Management training program needs development.
OPPORTUNITIES
- Off shore raw materials sourcing.
- Expansion of sales into Europe.
- Strategic alliances with established customers to
provide greater production planning stability.
- Product line expansion beyond aluminum widgets - use other base materials.
THREATS
- Governmental regulation impacting our customers
business models.
- Chinese competition - low quality but undercutting
prices.
- The availability of skilled labor in our market.
- Larger, publicly traded corporations looking at our
competitors as an acquisition target.
Customers
Top 10 Customers: Three Years Ended December 31, 2014
Rank
1
2
3
4
5
6
7
8
9
10
Customer
Penguin Manufacturing Inc.
Yellow Lamp Enterprises LLC
Openhouse Consumables Co.
Zathdom LLC
Volbase Tin, Inc.
Flendexon Consolidated Products Inc
AlphaPlus Industries Inc.
Viva Holdings LLC
Konron Specialties Inc.
E-High Controls Inc.
All Others
Total
Revenue By Region
Average Annual
Sales Volume
$2,115,491
$1,574,004
$1,482,751
$1,464,829
$1,279,400
$1,212,181
$1,200,181
$1,022,684
$994,185
$567,688
$4,435,933
%
of Total
12.2%
9.1%
8.5%
8.4%
7.4%
7.0%
6.9%
5.9%
5.7%
3.3%
25.6%
$17,349,327
100.0%
Management Team
John McFarlane
Chief Executive Officer
b.1947
Patrick Regan
Vice President - Operations
b.1962
Mark Wilson
Chief Financial Officer
b.1966
John was appointed to the
Board in September 2011 and
became Chairman on 1 July
2012. He chairs the Nomination
Committee.
He has recently been
appointed Chairman of
FirstGroup plc (transport
operator), and is a
Non-Executive Director of
Westfield Holdings Ltd (retail
mall developer and operator)
and Old Oak Holdings Ltd
(financial holding company).
Previously, John was Chief
Executive Officer of Australia
and New Zealand Banking
Group Ltd (banking), Executive
Director at Standard Chartered
plc (banking), Managing
Director of Citicorp Investment
Bank Ltd and later head of
Citicorp and Citibank in the
UK and Ireland (banking).
Formerly a Non-Executive
Patrick joined the Board in
February 2010 as Chief
Financial Officer.
He is currently a member of
the supervisory board of Delta
Lloyd NV (insurance) which
was formerly an associate
company of Aviva plc.
Prior to joining Aviva, Patrick
had been Group Chief Financial
Officer and Chief Operating
Officer at Willis Group
(insurance). He was also
Chairman of Willis Capital
Markets and Advisory, the
investment banking business
which he established.
Patrick was also Group
Financial Controller at Royal
& Sun Alliance plc (insurance),
and finance and claims director
for UK general insurance at
AXA SA (insurance). He began
his career in General Electric
Capital (financial services),
Mark joined the Board in
December 2012 and became
Group Chief Executive Officer
on 1 January 2013.
He was formerly Chief
Executive Officer and President
of AIA Group (insurance) which
he repositioned into the leading
pan-Asian insurance company,
improved its market valuation
and successfully navigated the
company through the global
financial crisis and prepared
it for an IPO. The company
emerged as a stronger and
significantly more valuable
independent entity, leading
to the largest IPO in corporate
history in Hong Kong.
Mark was previously Chief
Executive Officer of AXA China
and Chief Executive Officer
of AXA South East Asia
(insurance). He also held a
number of senior management
positions at National Mutual
Employees
Charlie Parker
Inside Sales Rep.
Christopher Pederson
Transportation Supervisor
Janice Peery
Matthew Phillips
Marketing Coordinator
Press Operator
born: 11/07/1987
hired: 12/15/2007
salary: $42,750
education: B.S. business admin.
- Univ. of Vermont
personal: single, avid fisherman.
born: 1/1/1967
hired: 5/6/1987
salary: $55,000
education: high school graduate
personal: married, 2 grown kids,
Chicago Bears fan.
born: 6/5/1975
hired: 12/1/2002
salary: $45,000
education: B.S., english Boston College
personal: married, 1 child, social
media guru.
born: 6/5/1995
hired: 12/1/2010
salary: $18.50 per hour
education: GED
personal: married, 1 child,
motorcycle enthusiast
Billy Reed
Tazi Richardson
Constance Sain
Kurt Seegar
Information Technology
Equipment Maintenance
Accounts Receivable
Plant Foreman
born: 11/07/1994
hired: 9/1/2013
salary: $38,750
education: Associates Degree ITT Tech
personal: single, self-proclaimed
computer games geek.
born: 11/07/1987
hired: 12/15/2007
salary: $13.50 per hour
education: high school graduate
personal: divorced, 1 child.
born: 5/5/1955
hired: 12/1/285
salary: $47,250
education: GED
personal: married, 1 child, 2
grandchildren, fantastic cook.
born: 8/16/1960
hired: 1/1/1985
salary: $66,250
education: GED
personal: divorced, 4 children,
rock climber.
Chad Scott
Rosie Starner
Adam Thomason
Front Desk
Rod Tapscott
Outside Sales
International Sales
Engineer
born: 11/07/1987
hired: 12/15/2007
salary: $42,750
education: B.S. business admin.
- Univ. of New Hampshire
personal: married, played on
college baseball team
born: 6/5/1995
hired: 12/1/2010
salary: $18.50 per hour
education: GED
personal: married, 1 child.
born: 3/13/1962
hired: 7/22/1999
salary: $110,000
education: B.S. international
business, Cambridge Univ.
personal: married, 3 children,
speaks fluent French.
born: 6/5/1995
hired: 5/15/2013
salary: $85,600
education: B.S., mechanical
enginnering, SUNY
personal: married, 2 children,
sings in church choir
Facilities
2716 Medford Street - Atlanta, GA 90033
Building Area....................................36,000 +/- sq. ft.
Land Area.........................................54,000 +/- sq. ft.
Year Built...........................................................1989
Zone.............................................................GA MR1
APN.....................................................5202-023-012
Clearance Height..................................................24'
Parking................................................................40+
Dock High Positions................................................1
Ground Level Loading Doors..................................2
Office Area.........................................3,000 +/- sq. ft.
Equipment
Widget Production Equipment
Photos
(2) Fire Tube Boilers
Year: 1985
Make: Tube Master
Model: TM-1005
Location/Asset #: 1562
Date Purchased: 1/15/1990
Cost: $250,000
Book Value: $25,000
Appraised Value: $85,000
Specifications:
Horizontal Hydraulic Press
Year: 2005
Make: Thomas Hydraulics
Model: W1563
Location/Asset #: 1563
Date Purchased: 6/15/2006
Cost: $85,000
Book Value: $70,000
Appraised Value: $79,000
Specifications:
CNC Lathe
Year: 2007
Date Purchased: 6/15/2006
Make: CNC Works
Cost: $35,000
Model: CNC 500HN
Book Value: $25,000
Location/Asset #: 1610
Appraised Value: $27,500
Specifications:
U2A System
Year: 2009
Make: U2A Experts
Date Purchased: 2/15/2010
Cost: $650,000
Model: 1500
Book Value: $550,000
Location/Asset #: 1653
Appraised Value: $635,000
Specifications:
Income Statements
For the year ended December 31,
Revenue
2014
27,289,920
2013
27,633,858
2012
26,905,315
2011
25,348,381
2010
24,334,446
Materials
8,577,775
9,219,522
9,017,366
8,618,738
8,230,895
Labor
6,004,443
6,453,665
6,312,156
6,033,117
5,761,626
Cost of Revenue
Overhead
2,573,333
2,765,857
2,705,210
2,585,621
2,469,268
Total Cost of Revenue
17,155,550
18,439,044
18,034,731
17,237,476
16,461,790
Gross Profit
10,134,370
9,194,814
8,870,584
8,110,905
7,872,656
Percentage
37.1%
33.3%
33.0%
32.0%
32.4%
Operating Expenses
Salaries and Wages
1,524,679
1,389,210
1,262,556
1,023,748
920,349
Employee Benefits
381,170
347,302
315,639
255,937
230,087
Travel
238,231
217,064
197,274
159,961
143,805
Office Expense
476,462
434,128
394,549
319,921
287,609
Insurance
714,693
651,192
591,823
479,882
431,414
Professional Services
152,468
138,921
126,256
102,375
92,035
Utilities
381,170
347,302
315,639
255,937
230,087
All Other
895,749
816,161
741,751
601,452
540,705
Total Operating Expenses
4,764,623
4,341,280
3,945,486
3,199,212
2,876,092
Depreciation, Interest, Taxes
2,231,760
2,231,760
1,512,287
2,273,819
2,044,163
Net Income (Loss)
3,137,987
2,621,774
3,412,811
2,637,874
2,952,401
EBITDA
5,369,747
4,853,534
4,925,098
4,911,693
4,996,565
Balance Sheets
As of December 31,
Assets
2014
2013
2012
2011
2010
228,100
862,835
486,436
264,775
264,775
2,584,670
2,379,008
2,362,396
3,199,746
3,199,746
Raw Materials
3,520,614
2,547,453
1,731,821
2,401,788
2,401,788
Work In Process
1,350,771
977,394
810,578
527,938
527,938
Finished Goods
3,378,553
2,444,660
2,460,885
1,523,685
1,523,685
8,249,938
5,969,507
5,003,284
4,453,411
4,453,411
431,109
360,305
409,539
67,105
67,105
Total Current Assets
11,493,817
9,571,655
8,261,655
7,985,037
7,985,037
Property Plant & Equipment
11,156,204
8,723,266
7,340,154
6,775,913
6,775,913
8,262,221 -
7,120,476 -
6,443,863 -
6,443,863
Cash
Accounts Receivable
Inventory
Total Inventory
Prepaid Expenses
Less: Accumulated Depreciaiton Total Fixed Assets
Total Assets
9,802,862 1,353,342
461,045
219,678
332,050
332,050
12,847,159
10,032,700
8,481,333
8,317,087
8,317,087
1,485,840
1,148,993
411,586
1,461,330
1,461,330
58,486
47,418
99,543
68,297
68,297
478,000
48,000
271,795
705,505
705,505
2,022,326
1,244,411
782,924
2,235,132
2,235,132
287,707
213,535
213,535
Liabilities and Shareholders' Equity
Accounts Payable
Payroll Tax Liabilities
Bank Loans
Total Current Liabilities
Long-Term Liabilities
-
Total Liabilities
-
2,022,326
1,244,411
1,070,631
2,448,667
2,448,667
Common Stock
56,500
56,500
56,500
56,500
56,500
Additional Paid-In Capital
14,953
14,953
14,953
14,953
14,953
11,854,820
8,716,836
9,209,779
6,448,477
6,448,477
Shareholders' Equity
Retained Earnings
Dividends
-
1,101,440
-
-
1,870,530 -
651,510 -
651,510
Total Shareholders' Equity
10,824,833
8,788,289
7,410,702
5,868,420
5,868,420
Total Liabilities and Equity
12,847,159
10,032,700
8,481,333
8,317,087
8,317,087
Key Performance Indicators
Financial KPI's
Our performance
Revenue Growth (CAGR)
Revenue Compound Annual Growth Rate (4 yrs)
Relevance and measurement
Performance
Top line revenue growth is the first
The combination of a stagnant economy,
measurement that we emphasize in order to
compression in the industries we serve and
achieve our objectives and remain a healthy
increased competitiion has compressed our
6.0%
business. In our view, if we are not growing
CAGR in 2014. We strive to maintain a
5.0%
then our business is dying. Compound
minimum 5% CAGR annually. Therefore, we
4.0%
Annual Growth Rate (CAGR) is calculated on
have implemented a specific strategic initiative
3.0%
a rolling four year basis for our purposes.
in 2015 to address this concern.
8.0%
7.0%
2.0%
1.0%
0.0%
2010
2011
2012
2013
2014
Gross Profit Percentage
Gross Profit Percentage
Relevance and measurement
Performance
Gross profit margin is a top indicator of how
The company experienced a rather significant
efficient our company is in producing our
improvement in gross profit percentage in 2014.
products. More specifically, it provides us a
This is attributable mostly to our 76% increase
36.0%
gauge on the relationship between our
in orders for our XYZ widget product, which is
35.0%
product pricing and the direct labor, materials
the company's highest profit margin product.
and overhead used in producing those
Although we will continue to promote those
32.0%
products.
products it's unlikely that levels like the 2014
31.0%
gross profit percentages will be realized in
38.0%
37.0%
34.0%
33.0%
30.0%
29.0%
2011
2015. Our expectation is in the 34% - 35%
2012
2013
2014
range for 2015 and beyond.
Operating Expenses
Relevance and measurement
Performance
Managing our expenses is essential to
Operating expenses have grown steadily over
meeting and exceeding customer
the past three years reflecting the company's
expectations and providing stability to
overall strategy to establish an infrastructure to
achieve our goals. Operating expenses
support current and future growth. Additionally,
include all selling, general and administrative
operating expenses as a percentage of revenue
expenses such as: payroll expenses, travel,
for 2014 was 17.5%, which management
and office supplies.
considers to be within a reasonable
range.These expenditures are anticipated to
level off over the next three years.
Operating Expenses (millions)
$5.5
$5.0
$4.5
$4.0
$3.5
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
2011
2012
2013
2014
Key Performance Indicators
Financial KPI's
Our performance
EBITDA
Relevance and measurement
Performance
EBITDA is essentially net income with
The company experienced a strong EBITDA
interest, taxes, depreciation and amortization
performance in 2014 following last year's
added back. Therefore, it is a commonly used
decrease. The vast majority of this increase
measure to evaluate a company's
was the result of the increase in gross profit
performance without factoring financing
percentages shown earlier in this report.
EBITDA (millions)
$5.5
$5.4
$5.3
$5.2
$5.1
$5.0
$4.9
decisions, accounting decisions or tax
$4.8
implications.
$4.7
$4.6
$4.5
2011
2012
2013
2014
Days Sales Outstanding (DSO)
Relevance and measurement
Performance
Days sales outstanding ratio (DSO) is a
Although the average DSO for the year ended
measure of the company's efficiency in sales
December 31, 2014 increased approximately
collections activities. It calculates the average
three days to 34.6, it is still within range of our
number of days it takes to collect our trade
target of less than 36 days. Further, this is the
receivables. It is calculated by dividing the
third consecutive year of an acceptable
average outstanding accounts receivable
performance for DSO.
balances by the amount of credit sales
DSO
50
45
40
35
30
25
20
15
10
5
multiplied by the number of days in the period
0
2011
covered in the calculation.
2012
2013
2014
Inventory Turns
Relevance and measurement
Performance
The inventory turnover ratio is an efficiency
Inventory turns remained flat at 2.4 in 2014.
ratio that shows how effectively inventory is
This area has been identified as a strategic
managed by comparing cost of goods sold
initiative for 2015. Management's initial
with average inventory for a period. This
impression is that this is a multi-facted
measures how many times average inventory
challenge. Improvements are being targeted for
is "turned" or sold during a period. It is
production thru-put times, inventory controls
calculated by dividing cost of goods sold by
and vendor selection processes.
average inventory for the period being
considered.
Inventory Turns
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
2011
2012
2013
2014
Relationships and Advisors
Name
Firm
Address
Phone
Email
Bank of America
1150 Financial Blvd
Philadelphia, PA 12525
212-555-1212
jcarter@ boa.com
McCoy & Associates
2 Spectrum Plaza
Pittsburg, PA 21536
222-555-1212
[email protected]
Baker, Snit & Jones CPAs
15 Wells Tower
Pittsburg, PA 21536
222-555-2121
[email protected]
Padgett Risk Group
3122 Savoy St
West Chester, PA 11555
206-555-1212
[email protected]
1515 West 53rd St
New York, NY 12125
312-565-1523
[email protected]
Banker
John Carter
Attorney
Ralph McCoy
CPA
Gwen Baker
Insurance
John Padgett
Merger/Acquisition Broker
Rick Stansberry
Value Partners
Ownership
Title
Ownership
Address
Phone
Email
80%
2716 Medford St
Atlanta, GA 90033
212-555-1212
[email protected]
5%
2716 Medford St
Atlanta, GA 90033
212-555-1212
[email protected]
5%
2716 Medford St
Atlanta, GA 90033
212-555-1212
[email protected]
4%
2716 Medford St
West Chester, PA 11555
212-555-1212
[email protected]
2%
2716 Medford St
West Chester, PA 11555
212-555-1212
[email protected]
2%
2716 Medford St
West Chester, PA 11555
212-555-1212
[email protected]
2%
2716 Medford St
West Chester, PA 11555
212-555-1212
[email protected]
John McFarlane
Chairman/CEO
Patrick Regan
VP, Operations
Patrick Regan
VP, Operations
Keith McFarlane
Board Member
Wilson Jamison Jr
Board Member
Janice Wilson
Board Member
Henry Farmer
Board Member