David Jasmund

David J. Jasmund is a founding partner and Managing Director/Shareholder of PCE Investment Bankers, a middle-market advisory firm (part of the PCE Companies) that has provided investment banking, business valuation, ESOP, and advisory services to middle-market business owners since 1997. Based in PCE's Orlando office, he brings over 40 years of business experience and 25–30+ years focused specifically on mergers & acquisitions, ESOP transactions, and corporate finance. He leads the firm's healthcare practice and its sales and business development efforts, advising owners through ownership transitions, liquidity events, and succession planning.

Before co-founding PCE, Jasmund built his reputation as an entrepreneur and operator: he grew a small insurance startup of just three people into an enterprise employing more than 1,200 people and generating annualized revenues exceeding $700 million. His operating background spans start-ups, business strategy redefinition, debt restructuring, de-franchising, mergers, and equity capital placements, largely in the Southeast — experience he now applies advising other business owners.

Jasmund is a graduate of the University of Florida (B.S.). He holds FINRA Series 7, 24, and 79 securities licenses, as well as Florida General Property & Casualty and Life & Health insurance licenses. He is active on several boards and industry groups, including as a director of the National Chiropractic Mutual Insurance Company (NCMIC) and Builders Insurance Group (Atlanta), and he is a member of the Association for Corporate Growth and the National Center for Employee Ownership (NCEO). His past board service includes UF Health Shands Hospital, MD Anderson Cancer Center Orlando, and the Coalition for the Homeless of Central Florida.

• Works with established, privately held middle-market companies — not early-stage startups — on the sell-side and ownership-transition side rather than making venture equity investments.
• Deep specialization in Employee Stock Ownership Plans (ESOPs) as a liquidity and succession tool, alongside M&A sales, management buyouts, recapitalizations, growth capital placement, fairness/solvency opinions, and exit planning.
• Sector emphasis on healthcare, insurance, business services, food & agriculture, and financial institutions.
• On why an ESOP fits a given owner, in his own words on the Consolidated Minerals deal: *"An ESOP was the ideal solution for the selling shareholders, CMI and their employees"* — highlighting his framing of ESOPs as a way to give shareholders liquidity while keeping the company independent and its workforce intact.
• Says "yes" to engagements where owners are seeking liquidity or succession without necessarily selling to a strategic or PE buyer, and where preserving jobs, location, and legacy matters.