Tom Ryan Tom Ryan

Acquisition Entrepreneur

Looking for one PEO or HR services business worth running for the next decade.

I'm searching for a founder-owned regional PEO, ASO, or specialty HR services company to acquire and operate for the long term. My priority is continuity for your team and your clients.

6 yrs
Mercer — HR & Benefits
Yale SOM
MBA 2026

A note to business owners

I've spent my career helping companies scale through HR process and system improvements, and I love this business for two reasons. The first is practical: outsourced HR is where small business owners get the most time back. The second is personal: there's real meaning in making sure employees get paid on time, stay safe on the job, and rest easy knowing their families are covered. That's work worth doing well.

You spent years building an excellent business. My promise is simple: I'll grow it with care, delight the customers who trust you, and empower the same team that helped mold it along the way. I aim to blend old-fashioned customer service and sales strategy with cutting-edge technology, automation, and AI.

Let's partner.


Target company parameters - overview

One great business to operate for the long haul.

Revenue
$2M–$10M
EBITDA
$500K–$2M
Preferred US regions
Northeast, Midwest, Mid-Atlantic
Years in business
10+ years

The right business matters more than fitting a precise box. If yours is close, I'd like to hear about it.


Investment thesis

Acquire and scale a PEO or HR outsourcing business built for the trades.

I'm looking to acquire an outsourced HR or PEO business that pairs stable, recurring administrative revenue with a second, higher-margin engine: workers' comp underwriting and safety-driven loss reduction. The administrative services anchor predictable revenue, and the workers' comp economics compound into meaningful upside as client selection and processes sharpen with scale. For PEO client firms, it takes payroll, compliance, and the constant worry over comp claims off their plate, so they can focus on the work that actually grows the business.

As an owner, I plan to focus on expanding PEO offerings to small businesses in the trades, because that's where the model has the potential to solve the most significant pain point for client firms. These companies have high workers' compensation exposure and their experience modification rates swing year to year. Removing that volatility by partnering with PEO should be a no brainer for them, and while the risk scares off some generalist providers, I see it as an opportunity.

Revenue scales with client success
PEPM billing means when a client hires, revenue grows automatically. No renegotiation, no new contract. A contractor who scales from 18 to 26 workers pays the PEO over 40% more — while cost-to-serve stays nearly flat.
Embedded in the operations stack
A well-run PEO becomes part of the fabric of how a client runs: payroll, benefits, workers' comp, and HR workflow all routed through a single partner. That integration is what makes the relationship durable: clients grow faster, stay longer, and the cost of leaving rises every year they're on the platform.
Significant industry growth potential
The US PEO industry is growing at roughly 9% annually through 2033, with over 85% of 10-99 employee firms still unserved. The runway is long, and the white space is exactly where my target clients sit.

Value creation leveraging technology

Optimization and growth initiatives for an acquired PEO.

AI-assisted local SEO at scale
Hundreds of locally optimized pages built at a fraction of agency cost, generating an inbound lead channel that doesn't exist in this segment today.
Workforce training and placement programs
Pilot training and placement programs to upskill trades workers, embedding newly trained technicians directly into client contractor crews. Addresses the skilled labor shortage across building services, construction, and the trades, where projects are growing in scale and complexity, from the data center construction supercycle to the broader infrastructure and commercial pipeline.
AI claims triage layer
Automated severity scoring, fraud flagging, and medical provider steering on every claim as it comes in, compressing cycle time and holding down loss costs.

Background

Tom Ryan
Six years inside the employer services ecosystem at Mercer

Mercer is a Marsh McLennan subsidiary operating across 130 countries in benefits design, actuarial consulting, HR technology, and workforce strategy for organizations of every size, from small employers to the Fortune 500.

What Mercer builds bespoke for its largest clients — plan design, carrier negotiation, compliance infrastructure, risk management — a well-run PEO packages into one product for small employers who can't build it themselves. Same underlying services, different delivery model. Six years inside that world made the PEO opportunity obvious.

It also taught me how to sell. I carried a portfolio of more than 100 enterprise relationships and learned how to win clients and keep them.

  • 2024–26
    Yale School of Management — MBA
    Entrepreneurship and AI concentration. Built a proprietary PEO acquisition thesis.
  • Summer 2025
    ProGuard (Coleville Partners) — MBA Associate
    Search-acquired warranty platform with a structurally similar model: pool premiums, retain everyday claims, transfer catastrophic risk to reinsurers. Claims frequency control and aggregate stop-loss mechanics transfer directly.
  • 2019–25
    Mercer — Consultant to Account Executive
    HR technology implementation and enterprise B2B account management. $10M+ portfolio, 100+ client relationships.
  • 2015–19
    Yale University — Division I Basketball
    Two-time Ivy League Champion. Team Grit Award recipient. Hall of Fame inductee, Steady Buckets NYC (youth basketball nonprofit).

Financing

Professional agreement signing
01
Personal capital
My own money is in the equity stack. Skin in the game means my incentives are aligned with the long-term health of the business.
02
Committed investor network
Former operators and entrepreneurial capital partners who know this space. Not institutional LPs waiting on committee — they move quickly and they understand the model.
03
Access to traditional or SBA 7(a) debt
Standard acquisition vehicles with established lender relationships in the ETA space.
What this means for you
Capital is confirmed before any offer. Diligence is focused and time-bounded. No handoffs to committees, no financing surprises.
Professional conversation
Let's have a conversation.
No pressure, no formality. Just a conversation about what you've built.

If you own a PEO, ASO, or HR services business and have been thinking about what comes next, I'd like to hear from you. You don't need a decision made or a number in mind.

All conversations are confidential. If the timing isn't right today, I'll reach back out when it is.