The Worksighted Story:  Sell Your Business Without Leaving Value on the Table

At 21 years old, Mike Harris didn’t set out with a fully formed business plan; he wanted to build something of his own.

Armed with degrees in math and computer science, he launched Worksighted in the early 2000s by knocking on doors and offering IT support to small businesses. There was no outside capital. No acquisition strategy. Just a relentless focus on customer service.

That philosophy became the foundation that fueled growth and success for Worksighted.

Over the next 25 years, Worksighted grew into a ~$30 million managed service provider (MSP), serving clients across 12 states. In an industry where most firms rely heavily on acquisitions to scale, Mike grew Worksighted organically.

“We built the company by overserving clients…doing the job the way we’d want it done for us. That mindset carried all the way through.”

For decades, the MSP model evolved in waves. From cloud to cybersecurity to compliance. Each shift required adaptation, but there was time to adjust. Then came AI.

The AI wave was different.

“Every major shift is happening faster than the last. With AI, there’s no time to slowly figure it out. The market is moving too quickly.”

Mike recognized a fundamental change in the MSP model. Client needed true specialization and competing would require significant capital and new capabilities that Mike didn’t have time to learn.

That left three paths forward:

1. Invest heavily and build capabilities internally
2. Acquire specialized firms (at increasingly high valuations)
3. Partner with a platform that already had the infrastructure

The decision to sell wasn’t driven by fatigue or necessity. It was rooted in forward-looking risk management. Mike wasn’t looking for an exit; he was looking for the right outcome for what he had built.

“I didn’t wake up planning to sell. But once it clicked, it was clear that this was the right move for the business.”

At that point, the conversation shifted beyond valuation. Headline price is only part of the story. FOCUS’s differentiation comes from identifying drivers below the surface. We approach every deal thinking about:

• How the business is positioned to different buyers
• The structure of the deal: cash vs. rollover equity
• Earnouts
• Employment agreements and long-term roles after the sale
• Alignment between intrinsic value and how buyers perceive it

After meeting FOCUS through industry events, Mike spent nearly a year building a relationship before going to market. That early engagement proved critical.

When the process launched, it wasn’t about finding a buyer; it was about creating a market. FOCUS approached it with a clear strategy which resulted in a very robust response. Out of the 132 buyers contacted, 87 NDA were executed, and 8 Letters of Intent (LOIs) were received.

“FOCUS didn’t just run a process—they made a market.”

That distinction matters.

Many advisors rely on a limited set of known buyers. A true market process does something different:

• Tests demand broadly
• Surfaces unexpected strategic interest
• Forces buyers to compete on more than price
• Builds conviction in the outcome

This level of competition gave Mike confidence in the valuation of his company, the buyer fit, and his final decision.

Small structural decisions can have an enormous impact. FOCUS believes value is engineered and negotiated.

• Rollover equity structured the right way can significantly enhance long-term upside
• Avoiding aggressive earnouts can protect realized value
• Positioning the business differently to strategic vs. financial buyers can shift valuation ranges
• Thoughtful planning around leadership roles and employment terms can preserve optionality

Worksighted ultimately selected a buyer to scale their capabilities and accelerate the company’s next phase.

The decision came down to more than price. This buyer differentiated themselves by showing deep experience executing acquisitions, rigorous pre-LOI diligence, a strong alignment on vision and capabilities and a professional, well-resourced integration team.

One of the most consistent themes in Mike’s experience was the importance of having the right team in place. Mike credited FOCUS for being part of that team. FOCUS brought a full team across every phase of the transaction. From market positioning and buyer outreach to buyer vetting and process management to negotiation and deal structuring and financial and diligence support.

Today, Worksighted is positioned for its next chapter with the backing of a larger platform, expanded capabilities, and the ability to meet evolving client demands. For Mike, the outcome wasn’t just a successful exit; it was about ensuring the business continues to grow and succeed.

Mike’s advice to founders navigating rapid change:

1. Don’t underestimate how fast things are moving: what worked before may not work going forward.
2. Be honest about your capabilities: scaling into new areas like AI may require more than internal investment.
3. Prepare early: understanding the market before you go to sell.
4. Involve your team: you cannot go through diligence alone.
5. Choose your partner carefully: the right buyer impacts everything after the deal closes.

For founder-led businesses at critical inflection points, whether shaped by technology, scale, or shifting markets, the outcome is rarely accidental. It is driven by the right timing, the right positioning, and a disciplined process. This transaction shows what happens when all three come together.

One of the most consistent themes in most of FOCUS’s engagements is the importance of having the right team guiding owners through the process. Selling a business is not a single event. It is a coordinated effort across positioning, outreach, negotiation and execution. FOCUS brings a full team to each phase of the transaction. From market positioning and buyer strategy to buyer vetting and process management. From negotiation and deal structuring to financial preparation and due diligence.