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Eighteen verticals. One essential services talent market.
18+ verticals. One operator profile.
Required by code, contract, or condition. Field execution at scale. Fragmented markets consolidating under institutional capital. Multi-year hold periods, EBITDA growth measured quarter by quarter, exit narratives carried to the LP base. The work is different in every line below. The pattern isn't.
The constraint isn't either. A GM, Director, VP or C-suite operator who has owned the number through a hold period, integrated under pressure, and stood in front of a board that asked harder questions the second time.
That is who we place.
Coverage expands as PE capital deploys.
Platforms fail on labor, not acquisitions.
→Irreplaceable on the jobsite. Hard to retain in the carry.
→A forty-year service contract, enforced by code.
→Revenue the government mandates. Renewal it enforces.
→The fastest-consolidating vertical in residential services.
→Where recurring monthly revenue is the product, not the upsell.
→The biggest TAM in residential services. The hardest to consolidate.
→Where one service call becomes a fifteen-year contract.
→Toll-road returns on the infra. Subscription scale on the services.
→The simplest trade to run. The hardest to scale profitably.
→$189 billion. The top five own under nine percent.
→Six months decide the year. Most of it is franchised.
→The only trade where biology closes for you.
→A decade of forced demand, gated by license.
→Route density decides the multiple. Everything else is noise.
→An insurance-services business in a contracting wrapper.
→The only residential vertical priced by hailstorm.
→Where policy rewrites the unit economics every twenty-four months.
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