Board advisory · Transactions · Selective executive leadership · Founded 2004

When your numbers and your business tell different stories.

Elia & Partners helps owners, boards, and acquirers find and resolve the disconnect—between the forecast and operations, the transaction story and diligence, or the plan and the team expected to deliver it—before a lender, buyer, or liquidity problem forces the answer.

When to call

  • The forecast works, but the operating plan does not.
  • A lender or investor is asking for proof the team cannot produce.
  • A transaction is approaching diligence before the business is ready.
  • Someone is accountable for a result they don't control.
  • Everyone is working on the problem, but no one agrees what the problem is.

What we do

Engagements vary in length but follow the same discipline: establish the facts, define the decisions, assign accountability, and stay closely involved through execution.

Board and investor support

Board-level advisory for owners and sponsors, and preparation for the people who will check your work.

Exit and transaction readiness

Preparing a business to be diligenced — before a buyer or lender finds what you haven't.

Capital raising and banking relations

Structuring the ask, running the syndicate, and holding the covenant conversation when it gets hard.

Operational improvement

Improving manufacturing performance and capacity planning, with clear management accountability for sustaining the results.

Interim executive leadership

Taking defined CEO or CFO responsibility during a transition, with a clear mandate, direct access to the board or owner, and authority matched to the expected results.

Turnaround and restructuring

Working with aligned owners, boards, and management teams to stabilize operations and liquidity, rebuild lender confidence, and execute a measurable recovery plan.

How engagements begin

Every engagement begins with a clear mandate, access to the facts, and agreement on who owns the decisions.

The record

Twenty-nine closed M&A transactions across four platform companies, public and private-equity-owned, plus the financings that funded them. A selection, with amounts as announced.

YearTransactionRoleAmount
2016Gerber ScientificSale to American Industrial Partners at 9.2x EBITDAPresident & CEO$360.0M
2011Gerber ScientificTake-private with Vector Capital, 24% premiumEVP & CFO$303.0M
2008Virtek Vision InternationalAcquisition of TSX-listed laser templating businessEVP & CFO$29.0M
2007FastenTechMerger with Doncasters GroupSVP & CFO$492.0M
2005Ogre HoldingsCombustion components for gas turbine enginesSVP & CFO$40.0M
2005BNC & AssociatesStud-welded fasteners and systemsSVP & CFO$17.2M
2004GCE IndustriesPrecision fabrications for turbine and aerospaceSVP & CFO$30.0M
2000Insilco AutomotiveSpin-out to ThermaSys CorporationSVP & CFO$144.5M
2000T.A.T. TechnologiesCustom wire, cable, and electro-mechanical assembliesSVP & CFO$100.6M
2000Taylor PublishingDivestiture of the yearbook businessSVP & CFO$93.5M
1997Jordan Telecommunication ProductsFormation via a series of transactionsCFO$294.0M
1997Telephone Services, Inc.Custom cable assemblies for OEMs and RBOCsCFO$53.3M
29closed M&A transactions
$2.4Bin total deal value
$1.5Barranged in bank debt, debentures, and preferred
4platform companies as CFO, then CEO of one

Selected Recent Engagements

United Record PressingStrategic advisor · 2020–2026

Strategic and financial advisory through a period of rapid industry growth and operating change, including manufacturing performance, capacity and financial planning, leadership assessment, and lender readiness.

AVID ProductsStrategic advisor · 2024–

Employee-owned provider of audio and communications products. Strategic planning, M&A advisory, and fractional CFO support.

Board and advisory service

Duke University, Fuqua School of BusinessBoard of Visitors · 2018–2026

Led development of the Entrepreneurship Through Acquisition initiative and helped establish the first Southeast ETA conference.

SEDDIBoard member · 2020–2026

Board service through the software company's growth, capital raising, and development of its financial and operating infrastructure.

Gerber TechnologyAdvisory board · 2017–2018

Continued advisory support following the sale of the business to American Industrial Partners.

Free · 8 pages · PDF

Understanding the Mind of the Investor

I wrote this in 2004, in the investor's own voice — what they're actually feeling while you present, and why none of it shows up in your deck. The mechanics of raising money have changed since. What an investor does with doubt has not.

I feel that I'm taking a personal risk. I'm putting my money into the hands of someone else and giving up some degree of control over it. From the report

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Start a conversation

If you're facing a financing, transaction, leadership transition, or operating challenge—and want an independent assessment, clear accountability, and a plan grounded in what the facts support—let's have a conversation.

Send me the one thing you cannot currently prove. I'll tell you honestly whether it is a gap you can close or a reason to reconsider the plan.

OfficeDurham, North Carolina
Mike Elia
Michael R. Elia
President & Managing Director
MBA, Duke (Fuqua) · CPA, inactive
© 2026 Elia & Partners, LLCAdvisory · Transactions · Selective executive leadership