After more than 30 years of ownership, the founders of Phillips Precision partnered with George & Company to facilitate the sale of their Central Massachusetts precision manufacturing business. The objective was not simply an exit, but a thoughtful ownership transition that aligned the founders’ legacy with a buyer positioned to lead the company into its next stage of growth.

George & Company advised both sides through valuation, marketing, buyer identification, diligence, negotiation, and transition—ensuring continuity for employees, customers, and long-term performance.

Suggested Image Placement: A wide, above-the-fold hero image of the Phillips Precision facility or shop floor to immediately ground the reader in the business.

Sell-Side Perspective: Planning for the Future

After nearly three decades of operating Phillips Precision, the owners reached a natural inflection point. Years of sustained effort, combined with personal considerations around age, health, and long-term goals, led them to reflect on the future—not only for themselves, but for the business and its employees.

While the company remained healthy, the owners recognized that burnout could eventually limit growth. Their goal was not simply to sell, but to find a buyer who would:

• Respect the company culture and employees
• Be actively involved in daily operations
• Bring renewed energy, leadership, and technical capability

Having worked previously with George & Company—specifically Senior Advisor Chip Emerson—during earlier growth stages, the owners viewed re-engaging the firm as a natural progression. The relationship was built on trust, familiarity with the business, and confidence in George & Company’s technical and transactional expertise.

Throughout the process, George & Company acted as a steady, experienced advisor—from preparation and positioning through buyer outreach, diligence, negotiation, and closing.

Seller Perspective
“We didn’t want to sell to just anybody. Our team feels like family, and finding the right fit mattered as much as the price.”

Buy-Side Perspective: Finding the Right Opportunity

Buyer Samson Kay began searching for a manufacturing business approximately 18 months prior to the acquisition. With a background in mechanical engineering and extensive experience across power generation, oil and gas, and industrial manufacturing—as well as senior leadership roles in Fortune 500 environments—he was specifically seeking a hands-on owner-operator opportunity.

A key part of his strategy was building relationships with reputable brokers in his target markets. George & Company was one of the firms he connected with early in his search.

Within months, George & Company introduced him to Phillips Precision. Because of the established relationship, he received early access to the opportunity, visited the facility within a week, and was able to move decisively.

From the buyer’s perspective, George & Company played a critical role by:

• Providing early, direct access to qualified opportunities
• Ensuring efficient information flow during diligence
• Managing communication and expectations on both sides
• Acting as an advocate and interpreter between buyer and sellers

Buyer Perspective
“Because I already had a relationship with George & Company, I saw Phillips Precision early and was able to move quickly.”

The Match: Strategic Fit and Cultural Alignment

One of the sellers’ most important criteria was finding a buyer who genuinely appreciated what they had built—particularly the long-tenured team they viewed as family.

Samson’s background in engineering, operations, and leadership, combined with his intention to work directly in the business, made him an ideal fit. His leadership philosophy emphasized:

• Understanding workflows before implementing change
• Identifying and prioritizing operational gaps
• Building a scalable management structure
• Creating a business that can operate sustainably beyond any one individual

George & Company helped both sides look beyond negotiation points to the long-term value of the match—coaching expectations during diligence, diffusing tension during challenging moments, and reinforcing trust throughout the process.

Suggested Image Placement: A mid-page image showing people at work—such as a shop-floor collaboration or management walkthrough—to reinforce culture, continuity, and hands-on leadership.

Post-Transaction Vision and Results

In his first year of ownership, the buyer focused on learning the business in depth—how work flows through the shop and office, where organizational gaps exist, and what resources are required to scale.

The long-term vision includes:

• Tripling revenue over five years
• Strengthening the leadership team and internal systems
• Vertical integration through adjacent acquisitions
• Horizontal expansion into complementary capabilities

The sellers exited knowing the business, employees, and customers were in capable hands. The buyer acquired a strong platform business with deep institutional knowledge and a clear foundation for growth.

Growth Vision
“The goal is to triple the business over the next five years and continue growing through acquisitions and expanded capabilities.”

George & Company’s Role

George & Company served as a true transaction advisor on both sides of the table by:

• Preparing the business for market
• Connecting the right buyer and seller at the right time
• Managing diligence expectations and communication
• Supporting negotiations without eroding trust
• Facilitating a smooth ownership transition

Rather than simply bringing parties together, George & Company acted as an experienced guide—helping two parties navigate a complex process and successfully complete the journey.