CEO, Harmar Mobility
With the help of my father, I acquired a small mobility business in the late 1990’s. After a period of rapid growth, including multiple years on the “Inc. 500 list”, my father indicated a desire to transition out of the business and diversify his personal holdings. There was only one problem: I wasn’t finished yet and believed that the best days for Harmar were yet to come.
After meeting the Seidler team and communicating our objectives to them, we structured a transaction that accomplished all of our goals. My father and I were able to take some chips off the table and I was able to maintain a significant ownership position in Harmar and continue to run the company.
The Seidler team worked closely with me to accomplish a smooth transition, deepen our management bench and shape the company’s growth strategy. During the course of my partnership with Seidler, Harmar completed two acquisitions, entered into a strategic licensing arrangement, and expanded its manufacturing and sales capabilities.
We were able to grow the business from one primary product line sold through a single sales channel to a multi-dimensional company with numerous successful product lines and diverse sales channels. Seidler’s involvement was critical in accelerating Harmar’s growth trajectory and helping me achieve my personal and professional goals. They were exactly the partner that I needed.