Our Team

John Howe, CM&AP, CEPA

John Howe, CM&AP, CEPA, Director

Phone: 603-715-5420

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John Howe, director, advises owners of privately held companies in the lower mid-market through transition and transfer. He is also the Director of Business Transition Strategies, a division of NHBS that is engaged in serving companies in the lower mid-market. An experienced business advisor, he holds the M&A Master Intermediary designation, a professional status earned through education and successful transactions. He also is a Certified M&A Professional, Certified Exit Planning Advisor and a member of Alliance of M&A Advisors. Previously he spent 30-plus years in the newspaper business, as both a general manager and editor. His transactions have included manufacturing, distribution, coatings, home health care, assisted living and more. He is also the co-owner of N.H. Business Sales, Inc. He is the past chairman of The M&A Source and has been made a Fellow of M&A Source. He is a past chair of the International Association of Business Intermediaries and is currently on the New England advisory board of AM&AA. His community involvements include the First Amendment Committee, Loeb School of Journalism; and Paul Harris Fellow, Rotary International. When not at work, he is an avid golfer; maintains, with his wife, their rural property; and enjoys time with an extended family that includes five grandchildren.

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BTS News

  • NH-Based Techinical Manufacturing Company Sold

    NH-Based Techinical Manufacturing Company Sold

    Hampshire Controls has a bright future with new ownership. The company was recently sold by Diane Rush, owner and president, to Pillar Imaging and its leader Dr. Michael Pilon.

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  • Be Ready When You Are Ready

    Be Ready When You Are Ready

    When a business owner says it’s time to sell, I ask, “How fast do you want to be out?” The answer I hear most is, “Yesterday.” But sellers underestimate how long the process takes.

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  • Looking at a Sale Through the Right Lens

    Looking at a Sale Through the Right Lens

    Sometimes our vision about the future is blurry because we aren’t considering the whole picture but only parts of it.

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  • 5 Deal Points from the Trenches

    5 Deal Points from the Trenches

    Today I work with clients of Business Transition Strategies who are implementing Growth Through Acquisition strategies. Here are a few observations from working on a wide variety of projects.

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  • Tax Changes Could Hurt Net Proceeds

    Tax Changes Could Hurt Net Proceeds

    Changes proposed to the capital gains tax suggest they may need to get 30% more in a transaction in the future just to net the same value they would get today.

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  • Good Ideas From Shark Tank Deal

    Good Ideas From Shark Tank Deal

    One of my colleagues in Cornerstone Alliance was front and center in a recent Shark Tank exercise. A business that had been sold was put in front of four potential buyer groups.

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  • Buyer Trends in Lower Mid-Market

    Buyer Trends in Lower Mid-Market

    Other businesses are a significant market for companies being sold within the lower mid-market.

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  • Things to Consider in Transition Thinking

    Things to Consider in Transition Thinking

    As a business owner, you have to consider the role you want to play in the business in the immediate future following a sale and how that could impact the sale.

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  • Spring Cleaning is Good for Business

    Spring Cleaning is Good for Business

    May is a good time for spring cleaning, especially at your business. It is a good time to look at your business as though you were in the throes of due diligence. Here are a few areas to consider.

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  • Planning Ahead for a Sale

    Planning Ahead for a Sale

    As you start thinking about selling your business, it is important to engage with someone who can coach you. There’s a lot of value you can create over the final years before you sell.

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Case Studies

  • Precision Machining Company

    Initially, liquidation was a serious consideration. It would offer a quick exit but would hurt loyal employees and disrupt the customers who had come to rely on its quality production.

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  • Green Product Company

    Our client owners could dig in for the long haul…However, this would take five years or more. Owners simply lacked the horsepower to do it.

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  • Water Purification Company and Young Buyers

    Owners decided they wanted to retire. They also wanted to be fair to the staff who had been loyal to them. Could the company be sold, the staff retained and the facility remain in use?

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  • Magnetics Company with High Profile Customers

    (T)he manufacturer would need to focus on growing EBITDA to capture interest from major strategic buyers and achieve a higher multiple of earnings.

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