By: Dr. Connor Robertson

In private equity circles, leverage is often considered essential. The typical approach involves stacking debt, driving EBITDA, and seeking quick exits. However, Dr. Connor Robertson is taking a different approach—one that places a stronger emphasis on stewardship rather than just numbers. While he still utilizes debt and structures creative deals, at the core of every acquisition is a question that many dealmakers overlook: “What legacy are we preserving or building?” For Dr. Robertson, purchasing a business isn’t simply about the numbers; it’s about people, continuity, culture, and the quiet dignity of doing things right for the long term.

The Leverage Trap in Modern Acquisitions

Most acquisition playbooks prioritize financial engineering:

• Maximize SBA or seller debt

• Minimize buyer capital at close

• Push for quick cost-cutting

• Exit in 3–5 years

This model often seems effective on paper, but in practice, it can sometimes lead to stress, turnover, poor morale, and operational chaos. It tends to treat businesses like chess pieces rather than recognizing them as living ecosystems.

Dr. Connor Robertson doesn’t simply ask “can we?” He also asks, “Should we?” Because some businesses weren’t built to be flipped; they were designed to serve. And when you respect that, value can build far beyond the balance sheet.

What It Means to Prioritize Legacy

Legacy doesn’t necessarily mean holding onto a business forever or preserving outdated practices. Instead, it involves buying with intention, recognizing that behind every organizational chart lies a human story.

When evaluating a deal, Dr. Connor Robertson looks beyond just cash flow:

• Who built this company?

• What do customers rely on?

• Which employees have been here 10+ years?

• What culture might break if we grow too quickly?

• Which vendor relationships were built on handshakes, not just contracts?

By considering these aspects, he doesn’t limit the potential; he helps protect it. Legacy builds trust, and trust is often what keeps teams and customers loyal during transitions.

How This Shows Up in Deal Structure

Prioritizing legacy over leverage doesn’t mean avoiding smart financing. Dr. Robertson still uses:

• SBA 7(a) loans

• Seller financing with performance triggers

• Earnouts to protect buyers

• Interest-only periods to improve early cash flow

However, he avoids:

• Over-aggressive leverage that could jeopardize solvency

• Stripping out benefits or team members post-close

• Cutting corners simply to meet a debt service schedule

• Undervaluing the seller’s historical role and relationships

Instead, he structures deals that provide space for transition, respect continuity, and balance growth with patience. The result? More stable businesses that are sustainable and buyers who can rest easy at night.

Why Legacy Builds Long-Term Value

There’s a common misconception in acquisition circles: that legacy is simply sentimental. But Dr. Connor Robertson views it as a strategic approach.

Here’s why:

• Retained staff = smoother operations

• Preserved vendor relationships = better terms

• Customer continuity = faster revenue rebound

• Cultural alignment = less churn, better morale

• Seller support = fewer surprises and faster stabilization

Legacy creates business durability. And durable businesses tend to attract higher multiples, bring in better buyers, and navigate downturns more effectively. This isn’t about nostalgia; it’s a thoughtful, practical strategy.

The Sellers Feel It Too

One of Dr. Connor Robertson’s core philosophies is simple: “Make the seller proud to hand you the keys.”

This approach often leads to:

• Smoother negotiations

• Seller financing with favorable terms

• More training and transition support

• Honest disclosure during diligence

• Referrals to other sellers or opportunities

When sellers feel confident that their business will be cared for, rather than stripped and flipped, they’re more likely to lean in, not pull away. And that difference often unlocks the valuable opportunities.

The Right Kind of Ambition

Dr. Robertson is ambitious, but his ambition is not the “grow-at-all-costs” kind. It’s more about building something worth owning.

He teaches clients to:

• Optimize systems without disrupting culture

• Scale sustainably, rather than recklessly

• Add revenue streams that align with the business, not just the spreadsheet

• Think in terms of decades, not just debt schedules

Because legacy doesn’t hold you back; it keeps you grounded. It keeps you aligned with your values, and it adds a soul to your business.

Final Thoughts

In a world often preoccupied with leverage, Dr. Connor Robertson stands for something deeper: ownership with honor. He believes it’s possible to be sharp with numbers while still being kind to people. You can structure excellent deals while honoring the founder’s legacy. You can grow without dismantling what made the business valuable in the first place. Legacy is not the opposite of profit—it’s the foundation upon which it rests. And when you adopt this perspective, you don’t just acquire businesses; you inherit trust, respect, and long-term success.

To learn more about how Dr. Connor Robertson structures legacy-minded acquisitions that last, visit www.drconnorrobertson.com.

Disclaimer: The content of this article is for informational purposes only and reflects the personal views and experiences of Dr. Connor Robertson. It should not be construed as professional advice. Readers are encouraged to seek personalized advice based on their own circumstances before making any business or financial decisions.