DMX McArthur & Company is a privately held holding company acquiring blue-collar businesses to own, build, and hold indefinitely. Not a fund. Not a search. Not a rollup running on a five-year clock.
Headquarters
Phoenix / Tempe, AZ
Stage
Formation · Pre-Institutional
Hold Structure
Evergreen Hold
Primary Markets
El Paso, TX · Phoenix Metro, AZ
Confidential · For Informational Purposes Only
DMX McArthur & Company, LLC · 2026
The Market Problem
Something is broken for America's builders.
An estimated 2.9 million boomer-owned businesses will seek succession in the next decade. The overwhelming majority are small, blue-collar, profitable, and community-anchored. The market offers exactly two options, and neither honors what these founders built.
2.9M
Boomer-owned businesses approaching succession in the U.S. over the next decade
~80%
Of businesses listed for sale that never close a deal — the owner simply works until they stop
$0
Benefits coverage at the median blue-collar business — no health insurance, no payroll infrastructure
3rd
Option DMX built — the only one that preserves legacy, liquidity, and employee welfare simultaneously
Option A
Sell to Private Equity.
They pay a fair price. Then they fire half the team, rename the company, and optimize for a five-year exit. The customer relationships built over decades get restructured into a spreadsheet.
The legacy disappears before the ink is dry.
Option B
Pass It On or Wait for a Buyer.
Most businesses never close a transaction. The owner works until they physically cannot, then it ends. Thirty years of community trust, customer relationships, and skilled labor. Gone.
The average succession ends not with a sale, but with a stop.
The DMX Option
Sell 51%. Keep 49%.
The founder's name stays on the door. The team stays employed. Customer relationships are honored. The founder receives liquidity at close and keeps earning quarterly distributions on the 49% retained stake.
The legacy continues. The economics compound.
What We Believe
Legacy is not a sentiment. It is a structure.
The American Dream isn't just starting a business. It's that business lasting beyond you, for your family, your employees, your community. Four convictions govern how we build.
◈
Builders deserve a respectful buyer.
Blue-collar founders built the physical infrastructure of American life: the HVAC systems, the plumbing, the landscapes, the pest-free homes. They deserve a buyer who treats their life's work as a legacy to steward, not a yield to extract.
◈
Workers deserve real benefits on Day 1.
Health insurance, payroll, HR. Not promises contingent on an exit that may never arrive. Every worker at every acquired business gets enterprise-grade benefits on the day the transaction closes, through Humaneers Services.
◈
Ownership should compound.
For founders, for employees, for the communities they serve. That is how the American Dream becomes durable: when ownership accretes over time rather than concentrating at exit, distributed wealth becomes the architecture, not the aspiration.
◈
Maisons to elevate, not assets to extract.
Patient compounding. Brand stewardship. Governance discipline at every layer. We are building for decades. The reference model is not a fund. It is an institution. That is the architecture we are replicating at the community scale.
Structural Advantage
The Mechanism: 51% / 49%
DMX takes controlling interest. The founder keeps 49%. This is the alignment mechanism, not a talking point. Founders stay economically invested through integration and beyond because they remain owners.
Every integration begins with internal systems: payroll, HR, IT, reporting. Customer relationships and brand identity are the last things touched. The operating playbook is codified in DMXOPS001 §5. No exceptions without Board approval.
→
Tag-along, drag-along, and defined buyout provisions
→
The legacy, the story, and community standing
Capital Architecture
How every deal is capitalized.
Each acquisition closes into its own Special Purpose Vehicle: senior debt, LP equity, and the operator's retained 49% stake, each independently underwritten and governed. DMX's balance sheet stays clean. Each deal stands on its own.
Internal demand retained: cross-sell revenue stays in the ecosystem
GP economics from DMX McArthur Member Capital per-deal SPVs
Long-term operating asset appreciation across all verticals
Scale purchasing power across portfolio for procurement savings
Source: DMXIEN001 v1 §4. All intercompany economics documented at fair-market value with conflict-of-interest review.
Three Verticals · One Architecture
Not three separate bets.
A holding company with three reinforcing verticals, each compounding the others. BlueLine generates cash flow and cross-sell leads. Humaneers reduces portfolio cost basis. Real estate creates a captive demand floor for BlueLine contractors. That interdependence is by design.
BlueLine Services
Blue-Collar Rollup · Phase 1
Sub-$1M revenue, approximately 10 employees, 51% controlling stakes. Phase 1 acquisition targets span exterior trades, interior trades, and residential services across El Paso and Phoenix metro. Anchor verticals selected for recurring-revenue density: landscape, HVAC, plumbing, pest control.
Humaneers Services
Shared Services Backbone
HR, payroll, EOR, IT/MSP, and finance infrastructure serving every DMX McArthur subsidiary on Day 1 of integration. Also operates an external MSP as a standalone revenue line, serving SMB customers outside the portfolio. Those external clients become natural BlueLine cross-sell leads.
Humaneers Health
MSO Structure · Phase 2
MSO structure enabling Mindstack clinic acquisitions. Healthcare operations and consulting arm. Governed separately with eight-policy COI control layer required before first acquisition under the Mindstack platform.
Real Estate Holdings
Development SPVs · Land Bank
Development SPVs and land bank. Distressed and Opportunity Zone acquisition channels. Vertically integrated with BlueLine subsidiaries as preferred contractors. The ecosystem captures value at both the build layer and the service layer simultaneously.
HOA Management
Phase 3 · Recurring Revenue
HOA management companies provide recurring revenue and a natural cross-sell channel for BlueLine services across managed residential communities. Sources: HOA management company acquisitions and organic management contracts.
Property Management
Phase 3 · SFR / Multi-Family
SFR, small multi-family, STR, and light commercial. Sourced through NARPM and IREM networks. Creates a captive maintenance and renovation demand floor for BlueLine contractors at scale.
Mindstack
Community Care Platform
Post-discharge continuity, peer support, and clinic SPVs. Operated through the Humaneers Health MSO. Eight-policy COI control layer required before first acquisition. Addresses the community care gap in underserved Southwest markets.
PAPI
Pan-American Publications & Intelligence
Journalism platform with a board-chartered Editorial Independence Committee. Editorial authority is structurally insulated from commercial interests by governance design — not by policy promises. PAPI serves the same communities DMX operates in.
DMX Capital
VC Fund · Tiny New Owners
Mission-aligned equity for formation-stage owner-operators who lack access to traditional capital. The fund addresses the same structural gap at the startup layer that DMX Operations addresses at the succession layer.
The DMX Flywheel
Three verticals. One compounding system.
Every acquisition makes the platform stronger for every other acquisition. BlueLine generates fees that fund Humaneers. Humaneers reduces cost basis for every sub. Real estate creates captive demand that flows back to BlueLine. Click any node to see how.
Scroll into view to see how each vertical compounds the others.
Humaneers Services
The American Dream, made concrete.
A solo HVAC company cannot afford to offer its workers real health insurance, a 401(k), and professional IT support. A DMX-integrated HVAC company can, starting Day 1.
Humaneers is the shared-services backbone that makes this possible. Every acquired business plugs into the platform at close. Every worker receives real benefits immediately. The mission stops being an aspiration and becomes an operational fact.
The platform also operates an external-facing MSP as a standalone revenue line, serving SMB customers outside the DMX McArthur portfolio. Those external clients become natural BlueLine cross-sell leads. The ecosystem feeds itself.
"The mission stops being an aspiration. It becomes an operational fact."
Humaneers delivers on Day 1
Health insurance & comprehensive benefits package
Payroll processing & employer of record (EOR)
HR infrastructure, compliance & policy
Managed IT & MSP services
Finance back-office & reporting
Brand standards & marketing operations
Acquisition Diligence · DMXDIL001 Appendix A
Discipline before the deal.
Every acquisition scored against a three-layer, 24-criterion rubric before LOI, re-scored at signed APA and again at close. The score determines integration depth and license fee tier. No override without explicit DMX Board approval and documented rationale.
Layer 1 · Score 1–5
Operational Maturity
Financial reporting quality & close speed
Payroll / HR systems & benefits coverage
IT infrastructure & security posture
CRM adoption & customer data quality
Key-person risk — owner independence score
SOPs & documented procedures coverage
Vendor management & contract discipline
Regulatory compliance & licensing currency
Layer 2 · Score 1–5
Brand Equity
Repeat customer revenue percentage
Customer acquisition cost profile
Geographic recognition & brand-search frequency
Online reputation — volume, rating, recency
Category position in local market
Loyalty, contracts & recurring revenue density
Business tenure & multi-generational reputation
Brand co-positioning fit with DMX McArthur portfolio
Layer 3 · Score 1–5
Cross-Sell Potential
Customer-base overlap with existing DMX McArthur subs
Geographic alignment with DMX McArthur footprint
Vertical adjacency to other DMX McArthur businesses
Internal demand floor — DMX McArthur entities as buyers
Bidirectional referral potential across portfolio
Tech platform compatibility with DMX McArthur stack
Workforce mobility across verticals
Brand co-positioning enhancement for portfolio
Tier 1 · 1–2% Fee
Brand-Only Integration
High operational maturity plus strong brand plus low cross-sell. Minimal Humaneers cutover. Preserve and compound.
Tier 2 · 3% Fee
Selective Integration
Competent operations, uneven systems, available cross-sell. Partial Humaneers EOR/HR/payroll cutover.
Tier 3 · 4–6% Fee
Full Integration
Owner fatigue, weak systems, strong cross-sell potential. Full Day-1-to-100 runbook plus full Humaneers cutover.
Decline / Restructure
No Deal
Aggregate score below 2.5 across all layers. Override requires explicit DMX Board approval with documented rationale on file.
Integration Playbook · DMXOPS001 §5
Disciplined. Deliberate. No disruption to what works.
Back-office changes precede customer-facing changes. Always. We optimize for durability, not optics. Every integration ends with a business that is stronger than it was at close.
1
Day 1 · Orientation
Activate. Transfer. Begin.
Humaneers benefits activated. Payroll transferred. IT assessment begins. Founder transition agreement signed. Team introductions complete. Zero customer disruption. The clock starts clean.
2
Day 30 · Systems
Migrate. Consolidate. Deliver.
Financial reporting migrated. IT consolidated onto the DMX stack. First quick win identified and delivered. Visible improvement before Day 30, every integration without exception. That is the standard, not the aspiration.
3
Day 100 · Operations
Cutover. Renegotiate. Connect.
Full Humaneers cutover complete. Vendor renegotiations in process. Cross-sell connections established. Tier license fee flowing. Synergies Steering Committee active and logging.
4
Year 1 · Compounding
Document. Track. Compound.
EBITDA improvement documented. Cross-sell revenue tracking. Annual diligence rubric calibration. Founder distributions flowing on 49% stake. The platform is provably stronger than at close.
0+
businesses
0+
workers covered
$0K+
license fees / yr
Geographic Footprint
Eyes on the nation. Feet on the ground.
The operating footprint is regional and deliberate. Phase 1 markets selected for blue-collar service density and underservice by institutional capital, not for headline size.
HQ
Phoenix / Tempe, AZ
Operating headquarters. Daniel Otradovec based in Phoenix; Leo Mercer in Tempe. Arizona default jurisdiction for all entities. SBA lending relationships active in-market.
Phase 1
El Paso, TX
Primary acquisition market. Dense blue-collar service sector, underserved by institutional capital. Hispanic business-owner community with significant boomer succession pipeline. Anchored in landscape, HVAC, plumbing, and pest control.
Phase 1
Phoenix Metro, AZ
Active sourcing. High recurring-revenue density and cross-sell yield in anchor verticals. Proximity to HQ enables deeper integration oversight. Real estate and HOA pipeline runs parallel to service acquisition activity.
Phase 2
Tucson · Albuquerque · Las Vegas
Southwest expansion following Phase 1 proof points. Similar demographic profile to Phase 1 markets. Expansion triggered by operational capacity, not investor pressure.
Long Game
Flint, MI · Rust Belt
Distressed real estate, Opportunity Zones, and federal funding channels. DMX Impact thesis applied at the community infrastructure layer, where the American Dream is most structurally absent and most recoverable.
The Capital Network
The operating footprint is Southwest and regional. Deals are sourced locally; capital partners are sourced wherever the right alignment exists.
Phase 1 Anchor Verticals
Landscape · HVAC · Plumbing · Pest Control
Highest recurring-revenue density plus cross-sell yield in the blue-collar service category.
Real Estate Sourcing Channels
Bankruptcy auctions · Tax auctions · Brownfields · Opportunity Zones · HOA management company acquisitions
Founding Team
Operator. Builder. Strategist. The triangle is complete.
Three founders, three distinct functions. No overlap by design. The governance architecture, the deal playbook, and the capital strategy are each owned by the person best positioned to execute them.
LM
Leo Mercer
Chairman + Managing Partner
Operations, planning, and policy.
Architect of the DMX operating system, integration playbook, and governance architecture. Former journalist and executive operator. Designed the Humaneers shared-services framework, the 24-criterion diligence rubric, and the entity governance stack from the ground up. Based in Tempe, AZ.
DO
Daniel Otradovec
General Partner · Treasurer + Secretary
Construction management, project management, and finance.
Operating lead for the DMX RE Developments vertical. Brings construction and project management depth to real estate sourcing, development SPV structure, and the BlueLine contractor integration. Based in Phoenix, AZ, in-market for Phase 1 acquisition activity.
XG
Xander Goepfrich
Chief Strategy Officer · Designate
Deal sourcing and strategy.
Completing the operator-plus-builder-plus-strategist triangle at the founding team level. Joining designation confirmed. Responsible for deal origination, capital strategy, and the long-term geographic expansion roadmap for Phase 2 and beyond.
Entity Context
DMX McArthur & Company, LLC is the managing holdco entity. Arizona-based, formation stage, pre-institutional capital. The governance architecture separates entity-level economics from portfolio-company operations. All intercompany transactions documented at fair-market value with conflict-of-interest review. (DMX-OPS-001 §8)
Where We Stand · Formation Stage
Pre-close. Not pre-work.
The architecture, the playbook, the team, and the sourcing engine are being built with intention before the first dollar is deployed. Getting the structure right first: governance, integration discipline, entity architecture, shared-services backbone. That is the right way to build a lasting holding company.
Day 30
Foundation Set
First LOIs in landscape, plumbing, HVAC, pest control
F&F and GP commit closed
SBA 7(a) banker engaged
DMX McArthur Board seated
Day 90
First Close
First BlueLine acquisition closed
Humaneers MSP founding acquisition in diligence
Sub-holdco entities formed
Conflicts policy operational
Mo. 6
Platform Operating
2–3 BlueLine subsidiaries operating
License fees flowing at $50–80K annualized
Mindstack first clinic in diligence
Humaneers MSP in market
Mo. 12
Compounding
5+ BlueLine subsidiaries operating
License fees $200K+ annualized
First Mindstack clinic SPV operational
PAPI Project Meridian pilot launched
Phase 1 milestones per DMXTML-001 §8. Dates and figures are targets, not guarantees.
The Vision
The American Dream, made structural. Made to last.
Founders who sell to DMX McArthur keep their name, their team, and their legacy. And still get paid. Workers at every acquired business have real health insurance on Day 1. Communities in El Paso, Phoenix, and Flint where the American Dream is a structural fact, not a slogan. An architecture that compounds for decades, not exit cycles.
Conversations we are open to
Capital Partners
Operating Partners
Seller Introductions
Advisors & Board Members
Contact
Leo Mercer
Chairman + Managing Partner
mercer@humaneers.dev
Phoenix / Tempe, AZ
This document is confidential and for informational purposes only. It does not constitute an offer to sell or a solicitation of an offer to buy any securities. Any securities offering by DMX McArthur & Company, LLC will be conducted pursuant to a formal Reg D 506(b) process, subject to securities counsel review and compliance gate, and will be made only to accredited investors in accordance with applicable law. Formation stage. Pre-institutional capital. 2026.