Security integration platforms
Investigate whether your locations, technical capabilities, or customer relationships complement an existing operation. A nearby branch could create opportunity—or overlap the buyer does not need.
Who would buy your security business?
Start with why they would want it.
An access-control installation, a managed service contract, and a national account can tell very different stories. We help security integrators understand the buyers worth investigating and connect the business they have built to a credible acquisition rationale.
Talk about your businessPatrick Chown’s experience building Safe and Sound Security informs the questions we ask: how projects become service relationships, where technical knowledge lives, and how much of the operation still depends on the founder. Each sale still begins with fresh research into the business and its potential buyers.
Get specific about
what a buyer is buying.
These are starting questions for the analysis. The answers shape the valuation work, the buyer search, and the story we can substantiate.
Separate the revenue streams.
Break out installation, service, monitoring, and managed offerings. For each, establish the margin, contract terms, renewal history, and delivery obligations. A repeat customer and a contracted recurring payment tell different stories.
Make project performance visible.
Examine job-level profitability, backlog, change orders, and work in progress. Explain how estimating and project management turn a signed order into earnings and cash.
Show who owns the relationships.
Map customer concentration, decision-maker relationships, and management responsibilities. Document how accounts are supported when the founder is away.
Prove the technical depth.
Identify the design, programming, installation, and service skills within the team. Review vendor relationships and certifications, including any requirements that need attention during a change of ownership.
Actual transactions.
Useful questions.
We use public announcements to form a hypothesis about fit, then test that hypothesis through further research and buyer conversations.
Security 101 / Silverstrand Technologies
Security 101 announced the acquisition of San Diego-based Silverstrand Technologies, describing expanded Southern California coverage and broader technical capabilities.
Our research question: could your geography or technical team fill a similar gap for a potential buyer? That needs to be tested with the buyer.
Read the buyer’s announcementSciens / Key Security Designs
Sciens announced that Key Security Designs would join its existing Sabah International operation, adding security expertise to its Bay Area fire and life-safety business.
Our research question: which adjacent-service groups could use your capabilities to serve their existing customers more fully?
Read the buyer’s announcementSources checked September 22, 2026. These are public research examples, not Caldecott transactions or claims of buyer relationships, current interest, or a valuation for your company.
Start with your business.
How much is my security integration business worth?
We begin with sustainable earnings and the mix of project, service, and recurring revenue, then examine customer concentration, management depth, technical capacity, and buyer fit. A range needs business-specific evidence and relevant transaction context. These public announcements do not establish a price or multiple for your business.
Who buys security integration companies?
The starting universe can include other integrators, security platforms, adjacent fire and building-services groups, and investors seeking a standalone business. The examples above document two acquisitions. We would build and qualify a separate buyer list for your company, testing size, geography, capabilities, and current interest.
Do I need recurring revenue before I can sell?
We would examine the business you have. A project-led integrator needs a clear explanation of how work is won, priced, delivered, and replenished. Recurring contracts require their own evidence of retention, margin, and transferability. The preparation and buyer search should reflect that actual mix.
Who has a reason to value what you’ve built?
Tell us about the business, the team, and what you want from a sale. That is where the buyer strategy begins.
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