Sol Lipshitz

Sol Lipshitz is a CPA and a Partner at Anchin, Block & Anchin LLP, one of the largest independent accounting and advisory firms in the New York region. He serves as Executive Director of Anchin Capital Advisors LLC, the firm's affiliated boutique investment bank (FINRA broker-dealer, CRD #128402), where he leads mergers-and-acquisitions advisory engagements. Over a career spanning more than 25 years, he has been involved in more than 100 M&A transactions, advising business owners on both the buy-side and sell-side of deals and, in many cases, guiding the same clients through multiple mergers or acquisitions.

Lipshitz is recognized within the M&A field and has spoken to bankers, attorneys, and business and professional organizations on issues affecting mergers and acquisitions. His approach emphasizes the "big picture" of a transaction — evaluating deals not only on financials but on operational fit and management philosophy, on the view that in a merger the numbers, the management style, and the method of operations all have to line up for the combination to succeed.

He is FINRA Series 7 and Series 66 registered and holds a Bachelor of Science in Accounting from Brooklyn College. In addition to his advisory work, he is identified as an angel investor and has commented publicly on how wealthy families approach direct and co-investment — a theme tied to Anchin's family-office and private-client practice.

• Operates at the intersection of M&A advisory and angel/early-stage investing; brings a dealmaker's diligence lens (financial, operational, and management fit) to opportunities.
• On co-investing and "club deals," he has observed that "wealthy families are drawn to invest in 'club deals' with like-minded families to gain expertise in fields they may not be familiar with and to diversify their assets" — while cautioning that co-investing with another family can mean foregoing seasoned private-equity or real-estate professionals and thus adding risk.
• Values management quality and cultural/operational alignment as heavily as the numbers — a founder's team and operating model matter, not just the financial model.
• Generalist orientation informed by decades of transactions across manufacturing, distribution, apparel/textiles, and consumer businesses.