Disciplined. Operational.
MIH intends to source and evaluate established businesses, structure each transaction on its own merits, and partner with professional operating leadership for long-term growth.
Preserve the Foundation.
Strengthen the Business.
Build Long-Term Value.
Disciplined Underwriting
We underwrite to durable cash flow and realistic assumptions, and walk away when the numbers don't support a deal.
Aligned Capital
We evaluate each opportunity individually and pursue a financing structure suited to the business, its cash flow, and the ownership transition.
Operational Leadership
We focus on people, systems, and execution — not financial engineering.
Long-Term Orientation
We aim to build businesses that last, with continuity for teams and customers.
An ownership-centered perspective.
CJ Marshall’s ETA residency at Syracuse University informs MIH’s independent sponsor philosophy: the transaction is the beginning of stewardship, not the end of the investment decision.
The residency complements senior U.S. Navy engineering and organizational leadership, complex enterprise sales and strategic commercial leadership, advisory experience with Northward Partners, a full-service M&A advisory firm, and MBA studies at Syracuse University’s Martin J. Whitman School of Management, concentrating in Entrepreneurship and Marketing. He remains an MBA candidate, with completion expected December 2026.
Together, these experiences inform how MIH sources acquisitions and evaluates financial durability, operational capabilities, and commercial potential. ETA provides an acquisition-entrepreneurship perspective on ownership transitions; advisory exposure informs transaction evaluation, while Navy leadership and enterprise sales inform continuity and post-acquisition growth.
MIH seeks to structure each ownership transition around the business, the seller’s objectives, and aligned transaction-specific capital. Retaining professional operating leadership is central to that approach, with commercial growth pursued through customer relationships, market positioning, and disciplined execution. These are strategic principles, not claims of completed acquisitions or guaranteed outcomes.
From first call to close.
MIH intends to assemble financing for individual transactions rather than managing an existing committed fund. Timelines vary with each business, diligence findings, and financing.
Origination
Identify and develop relationships with business owners, M&A advisors, and transaction intermediaries.
Evaluation
Assess business quality, financial performance, management depth, commercial position, customer concentration, and operational risk.
Due Diligence
Coordinate financial, legal, tax, commercial, operational, and other relevant diligence with qualified professionals.
Capital Formation
We evaluate each opportunity individually and pursue a financing structure suited to the business, its cash flow, and the ownership transition. Our intended transaction-specific financing approach may combine sponsor equity, third-party equity, acquisition debt, seller financing, and seller rollover equity where appropriate. Capital is not committed; lender approval and financing relationships have not been established. Any financing remains subject to diligence, partner agreement, and applicable approvals.
Acquisition Execution
Negotiate and coordinate transaction terms, closing requirements, and ownership transition planning.
Post-Acquisition Strategy
Support governance, professional management, strategic planning, enterprise sales development, and long-term value creation.
How leadership would be structured.
For a prospective acquisition, MIH intends to organize leadership around the business’s needs. These are intended transaction-specific roles — not claims of an existing operating partner network or staffed management team.
Sponsor Leadership
Investment strategy, acquisition development, governance, strategic relationships, and commercial growth.
Operating Leadership
Qualified executives responsible for technical execution, customer delivery, personnel management, and day-to-day operations.
Financial Leadership
Qualified financial professionals responsible for financial reporting, forecasting, cash management, controls, and lender reporting.
External Advisors
Transaction-specific legal, accounting, tax, insurance, and diligence professionals engaged as each acquisition requires.
CJ expects to focus on corporate strategy, enterprise sales, partnerships, and commercial expansion. Experienced operating executives would lead technical delivery and daily operations, with qualified financial leadership overseeing reporting, forecasting, working capital, and controls. MIH seeks established businesses rather than speculative startups, with governance and financial discipline scaled to each acquisition.