2717………..What’s behind the name?
2717 Group’s name is taken from a biblical proverb that says: As Iron Sharpens Iron, So One Man, Sharpens Another (Proverbs 27:17).
2717 Group’s focus is to sharpen (strengthen) clients through its M&A advisory services.
Background (grab a drink and a snack, this is a little wordy)
I’m Alan Schlotzhauer, Founder of 2717 Group, an advisory firm focused on providing C-level services to companies that design, construct, service and repair buildings / facilities. I work with CEOs, business owners, and their teams.
I worked with these groups for years on Strategic, Financial, and Operational initiatives.
I developed this passion for helping companies in the industry working inside construction and building services companies where I gained great experience working on acquisitions, financial/operational turnarounds, and growth strategies.
From boardrooms to job-sites, I have worked in and on unique situations with some really extraordinary companies. From CEOs to Wall Street analysts, from customers to suppliers, from engineers to construction field superintendents, I have met and worked alongside some incredible people, all of which helps me today to add value to my clients.
Here’s an overview of my background in the following functional areas:
MERGERS & ACQUISITIONS (M&A)
I started my journey in the Construction / Building Services industry working as Director of Acquisitions for a large public mechanical construction and service company (Comfort Systems USA) that rolled-up (acquired) privately owned construction, mechanical service, and building automation companies across the U.S. I was part of a great team that grew the business through about 100 acquisitions and $1 billion in annual revenue in under 3 years.
Today, I primarily focus on construction and building services companies that want to grow through acquisitions while also working with business owners who want to position their business to sell.
FINANCIAL MANAGEMENT
This area provides a great foundation for my work in M&A. It’s an area, early in my career journey where I have had some of my most challenging engagements working with companies where growth had stalled and profits were disappearing.
Today, whether I am looking over a set of financials of a potential acquisition for a client or preparing financial information for a company that wants to explore selling a part or all of its business, I lean heavily on my financial management training and experience to provide a quality solution for my clients.
OPERATIONAL LEADERSHIP
Working inside a large public Mechanical, Electrical, Plumbing & Building Automation company, I gained valuable operational experience as part of a regional management team focused on performance improvement, project management training, and integrating best practices within our operations. I was eventually promoted to a Regional Vice President role where I led a region of 13 operating presidents of Construction, Service, and Building Automation companies with approximately 900 team members.
I have also served as a Chief Operating Officer for a regional MEP contractor. That role evolved out of a performance improvement consulting engagement. I had the privilege to lead operations for Construction, Service, Building Automation, and Performance Contracting divisions that included over 250 team members. I worked alongside great people and am very thankful for the experience
Today, I leverage that operational experience to help buyers find a quality acquisition or I lean on that experience to help business owners make their company more marketing to potential acquirers.
STRATEGY
Strategy forms the basis of how I approach most engagements. Unfortunately, it is one of the most misunderstood concepts and is often confused with strategic planning. (see additional comments / ramblings here) While I have developed strategic plans for companies and have spoken on strategic planning to industry groups, I now encourage both buyers and sellers of companies to focus on strategy first. It makes a world of difference in whether companies are successful in the M&A arena.
In working with clients on a strategy-first mindset in acquisitions, I base my approach on two well known strategy books:
“Playing to Win”, by Roger L. Martin and A.G. Lafley (P&G)
and
“The Crux”, by Richard P. Rumelt
Both books are invaluable guides on the strategy process and should be read by every business leader.
Personal:
Most importantly, I am a Christ follower, which heavily influences my values and how I work with clients. I have an amazing wife and we have four wonderful daughters. Also, I am a graduate of Texas A&M University (A really great school) with a degree in accounting.