Our clients and candidates speak-up.

We knew our employees wanted the upward mobility that comes with being part of a larger organization. If we were going to be acquired, we wanted to do it intentionally and stay with the acquiring firm. Bruce Teichman, Executive Vice President and Partner of Cogent Growth Partners knew that a culture fit was more important to us than the numbers.

We talked with several parties about potential acquisition but decided to work with Cogent because we realized that, as a buy-side intermediary specializing in the IT services space, they had a network of strategic buyers that understood the value of our business and had the capacity to operate it profitably. Even in the midst of a pandemic, they guided us through engineering a deal that improved opportunities for our team, improved service for our customers, and reduced stress for me and for my family.

Meeting the Cogent team during a technology security event was the best thing that could have happened to us as we were evaluating an acquisition of our firm. This was the first time we worked with a private equity group that was interested in acquiring our firm after another potential purchase of theirs fell through at the last minute.

After doing a number of acquisitions before meeting Cogent, we knew that having someone with experience in the IT space to guide us through the process of buying an IT Services business would be beneficial. Cogent began with evaluating our company to understand who we were and what we were about, then began prospecting to find candidates that fit the culture, geographic and revenue model we were looking for. Their ability to deep-dive into the numbers and due diligence with autonomy made the candidates feel more comfortable and willing to open-up, allowing us to discover the opportunity – and make sure there were no skeletons -- well before we closed the deals.