Andrew White

Andrew White is a Principal at DFW Capital Partners, a private equity firm that has spent more than 30 years partnering with owners and management teams to build lower-middle-market companies in healthcare, business, and industrial services. He joined the firm in 2016 — originally announced as a Senior Associate in DFW's Teaneck, NJ office — and is involved in all facets of the firm's investment activity: sourcing, analyzing, and executing transactions for lower-middle-market service and healthcare companies. He has since risen to Principal.

Before DFW, White was a Vice President at Pulse Equity Partners, a private equity firm focused on lower-middle-market growth equity and buyout investments. Earlier, he spent two years as an associate with the middle-market buyout firm CHS Capital and its affiliates New Harbor Capital and Shorehill Capital, where he built transaction experience across business services and healthcare companies. He began his investment career as an analyst at Credit Suisse in the bank's Diversified Industrials and Services group.

White holds a Bachelor of Business Administration from the Stephen M. Ross School of Business at the University of Michigan.

> Important correction to the stub data: The supplied profile labeled Andrew White an "Angel Investor" writing "Seed Round" checks. That is inaccurate. DFW Capital Partners is an institutional private equity firm that makes *control* investments in profitable, established companies (up to ~$200M revenue / ~$20M EBITDA). It does not make seed-stage angel investments. The email and phone number in the stub are correct.

• Stage / structure: Control private equity in the lower middle market — leveraged and unleveraged buyouts, corporate divestitures, liquidity-driven recapitalizations, and growth/acquisition capital. Not venture or angel.
• Size of target: Companies with revenues up to ~$200M and EBITDA up to ~$20M.
• Sectors: Healthcare Services, Business Services, and Industrial Services — the three verticals where DFW claims deep operating expertise.
• Core playbook (in the firm's own framing): Acquire companies "with addressable deficiencies that are undergoing an ownership transition, professionalize them and build revenue and EBITDA for an ultimate sale to strategic or larger financial buyers."
• Value-creation levers: Optimizing capital/deal structure, professionalizing management and systems, and driving expansion through organic growth plus add-on (buy-and-build) acquisitions.
• What makes them say yes: A strong operating platform with a capable management team, a clear path to professionalize the business, and a defensible position in a fragmented services niche suitable for add-on acquisitions.