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So few things are agreed upon by everyone in Washington these days, but employee ownership IS one of them.  EO continues to gain ground in Congress, but public support is crucial in its success.

A growing set of bipartisan bills in Congress aims to strengthen Employee Stock Ownership Plans (ESOPs), expand access to ownership, and protect retirement security for millions of workers. ESOPs have a proven track record of building real wealth, preserving local jobs, and strengthening the middle class — which is why they continue to attract support from leaders across the political spectrum. But legislation doesn’t move on its own. When people show up, share their stories, and contact representatives who support employee ownership, they help shape a more prosperous, inclusive economic future. This series breaks down the key federal bills advancing ESOPs today — and how everyday Americans can help move them forward.

First Up: The Employee Ownership Financing Act — Unlocking Ownership for Workers. The American middle class has always been strongest when workers share in the success of the companies they help build. That’s exactly what the Employee Ownership Financing Act aims to expand.
This legislation would create a $500 million federal loan fund to help workers purchase businesses through ESOPs and worker cooperatives. It also proposes a new Office of Employee Ownership at the Department of Labor and gives workers the right of first refusal when businesses are closing — keeping jobs and ownership local.

Why does this matter?

Because access to capital is one of the biggest barriers preventing workers from becoming owners. When that barrier is removed, businesses stay rooted, jobs stay local, and wealth is built broadly — not siphoned off.  Employee ownership isn’t partisan. It’s practical. It strengthens retirement security, improves productivity, and creates resilient local economies.

The bill is still in committee — and public voices matter.

Learn more about this bill here: https://lnkd.in/gDnhja47

Call or email your U.S. Senators and ask them to support the Employee Ownership Financing Act. Tell them you believe employee ownership is a proven way to rebuild the American middle class.

Contact Bill Cassidy, Chair of the Senate HELP Committee, and urge him to move the bill forward.

Another heart-warming private equity story just in time for the Holidays.  A BlackRock-Backed Roofing Conglomerate Goes Bust.
The latest P.E. owned home-services roll-up just fell apart — and the fallout was devastating.  After acquiring and bundling contractors like Reborn Cabinets, Minnesota Rusco, Newpro, Dreamstyle Remodeling and others into a large “platform,” the P.E. backed holding company Renovo Home Partners abruptly shut down, leaving 1,500 workers jobless, customers with unfinished projects, and creditors owed millions.
The model promised efficiency and growth. Instead, it delivered:
·      Cheaper materials
·      Rapidly declining service quality
·      Lost benefits
·      Forced subcontracting
·      Cultural breakdown
·      Incandescently angry customers
For anyone paying attention to the ongoing en$h!ttif!cation of the economy brought about by Private Equity’s typical strategy this outcome isn’t at all surprising.  Local, people-driven service businesses rarely survive short-term, extractive PE playbooks. It seems kind of obvious in hindsight but when ownership leaves the community service quality, stability, and trust leave as well.
Why ESOPs are the better path:
·      Employees share in the value they help create
·      Businesses stay locally rooted
·      Culture and continuity are protected
·      Customers get consistent service
·      Companies outperform peers on productivity & retention
If the goal is long-term value—not short-term extraction—employee ownership is the sustainable alternative.

I’m excited to share that I’ll be joining Alison Lingane, Founder of Ownership Capital Lab and host of EO Fund Spotlight for a live webinar, “Next wave of employee ownership investments” on November 6th, from 11am-12:30pm PT (2pm-3:30pm ET). I’ll be joined by Katie Kimble and Michael McGinley, Partners and Cofounders of Monarch Investment Partners.

Liquidus Partners is proud to be part of a new generation of employee ownership (EO) focused funds reshaping private credit. Alongside fellow innovators Monarch Investment Partners we’re channeling smart, values-driven capital to keep companies locally owned, preserve good jobs, and help employees share in the wealth they help create-helping expand what was once a niche concept into a powerful mainstream strategy.

If you’re interested in learning more about Employee Ownership and these still “under-the-radar” employee ownership funds shaking up the investment landscape, join the free webinar to learn more. I’m really looking forward to sharing insights but mostly learning from everyone in the discussion. Click here to register.

The U.S. economy—and particularly the retail sector—is experiencing major disruption, marked by a wave of store closures and corporate bankruptcies. While shifting consumer behaviors, inflationary pressures and other macroeconomic and operational challenges are key drivers, private equity ownership has emerged as a disproportionately large contributing factor. Although private equity accounts for only 6.5% of the U.S. economy, it was responsible for 56% of the largest bankruptcies in 2024—those with liabilities over $500 million—and 11% of all bankruptcies overall. These collapses led to more than 65,000 layoffs nationwide and were heavily concentrated in sectors like healthcare and retail, where private equity-backed firms accounted for 7 of the 8 largest healthcare bankruptcies and 21% of all such filings.

According to researchers at the Private Equity Stakeholder Project (PESP), private equity firms played a role in 11 of the 17 largest U.S. corporate bankruptcies during the first half of 2024—65% of all cases involving liabilities over $1 billion. Analysts like Valentina Dabos and Eileen O’Grady of PESP argue that these firms often justify mass layoffs and restructurings as “efficiency measures,” when they reflect financial mismanagement and debt overloading rather than genuine operational improvement. Through debt-fueled acquisitions and dividend extractions, PE owners frequently strip value from companies while leaving them ill-equipped to navigate changing markets. Instead of rescuing distressed businesses, this model often accelerates decline—prioritizing short-term profit-taking over long-term stability, and harming workers, consumers, and local economies in the process.

At the core of this systemic fragility is the storied leveraged buyout (LBO), in which private equity firms finance takeovers using debt secured by the acquired company itself. This structure often saddles portfolio companies with unsustainable liabilities, diverting revenue away from innovation, workforce investment, and resilience. As interest rates rise and markets tighten, these highly leveraged firms are increasingly vulnerable to financial distress. Moody’s Investors Service reported that as of October 2024, 73% of the most speculative U.S. companies—those rated B3 negative or lower—were private equity-backed. 

• Early 2025 has already seen additional collapses. Take for example Prospect Medical Holdings which went bankrupt with over $400 million in debt after years under private equity firm Leonard Green & Partners (LGP).Prospect Medical Holdings Bankruptcy (2025): Prospect Medical Holdings filed for bankruptcy with over $400 million in debt after years of debt-funded dividends under Leonard Green & Partners (LGP).
• LGP Acquisition and Debt Loading: LGP acquired Prospect in 2010, using mostly debt. Over the next decade, Prospect took on an additional $1.1 billion in debt to acquire hospital systems and pay $645 million in dividends back to LGP.
• Asset Sales and Financial Decline: In 2019, Prospect sold its real estate for $1.4 billion and leased it back to raise cash. By 2020, the company faced severe financial trouble, service declines, and regulatory investigations, leading to the closure of a hospital in San Antonio.
• Exit and Aftermath: In 2021, LGP sold Prospect to minority shareholders, leaving $80 million in escrow for Rhode Island hospitals. LGP exited with nearly $450 million in net returns, while Prospect was left with $3.1 billion in debt, leading to its 2025 bankruptcy.

What a happy ending, for Leonard Green & Partners that is.  To be clear, this is not an isolated case. Private equity’s footprint now spans nearly every sector and its role in amplifying corporate risk has become an epidemic.  Extracting maximum value from a company by feeding it debt-flavored steroids and forcing it to expand at all costs, then walking away when it collapses is not efficient capitalism.  It’s pillaging.  

October is a busy month highlighting some really important causes.  It’s Breast Cancer Awareness Month, National Disability Employment Awareness Month and National Hispanic Heritage Month among many others.  It’s ALSO Employee Ownership Month.  Lesser known perhaps, at least for now, but critically important in a time when most Americans feel like their economic progress is slowing or has stalled completely while a few handfuls of billionaires race further and further ahead. Employee ownership IS the antidote.  Not only does it help businesses thrive and create stronger communities – it truly gives workers a real stake in their jobs and their futures.  It gives everyone a stake in success. The The ESOP Association first began promoting Employee Ownership Month in 1982 to highlight the benefits of employee ownership and it has grown into a nationwide recognition each October, as recognized by preeminent ESOP organizations such as The National Center for Employee Ownership (NCEO) , ESOP Partners and Common Trust as well as thousands of firms across the nation and beyond. Many are hosting events, employee appreciation activities, educational webinars, and outreach campaigns and offering ESOP toolkits. At Liquidus Partners we honor the employee-owners who make it all possible and the business founders who have chosen to share ownership with their employees, whether through an ESOP, an Employee Trust or another form of ownership.  Here’s to Employee Ownership and its potential to actually, meaningfully restore the American Dream to millions of workers.  And not a minute too soon.

And a special congratulations to Software Engineering Professionals, Inc. (SEP) for being the 2025 Employee Ownership Month Winning Poster recipients, as selected by a panel of TEA Members.

Having spent a fair amount of time now studying ESOPs, I have noticed a large gap between the perceived cost and complexity of transitioning to an ESOP versus the reality of doing so. In fact, for a healthy company, creating an ESOP is much easier than you think. Determining if an ESOP is the right path is slightly different than evaluating an exit to a private equity firm or strategic partner but is by no means more complicated.  Today, the financing options for ESOP formation extend beyond the traditional combination of bank debt + seller note. Firms such as Apis & Heritage and Monarch Investment Partners provide flexible subordinated debt financing in lieu of seller notes. Experienced advisors and trustees, and standardized playbooks (valuation checklists, term sheets, comms kits, and timeline roadmaps) can help many owners move from idea to close in months—not years. And for companies that have already made the transition my firm, Liquidus Partners, can provide full or partial liquidity for any outstanding sellers notes.  Of course, as with any exit path, clean financials, the right structure, and early expert engagement make the process infinitely easier.

If you’re weighing succession, de-risking, or rewarding your team, an ESOP can be a practical, tax-smart path—without reinventing the wheel. ESOPs can deliver owner liquidity, keep the business running smoothly AND preserve culture.

I recently had the opportunity to attend a panel at the National Center for Employee Ownership Forum in Philadelphia “A Big Tent: The Movement Expand Employee Ownership” featuring a distinguished group of experts on employee ownership including Mary Sullivan Josephs, Megan Walsh Thompson, Anna-Lisa Miller, Loren Rodgers and Daniel Massey. The discussion was inspiring, thoughtful and engaging, and one of the most striking takeaways was how strongly employee ownership resonates in the public sphere, as indicated by the statistics shared. In today’s highly polarized political environment, it feels as if everything is partisan, and that Democrats, Republicans and Independents agree on almost nothing. Yet one area of broad consensus remains: Employee Stock Ownership Plans (ESOPs), and it is wildly bipartisan earning support across the aisle. Amid sharp divisions in Washington, ESOPs stand out as a rare, practical solution that everyone can get behind ensuring that ESOPs remain a vital and growing part of the American economy.

At their core, ESOPs align with values championed on both sides of the political lines.

• For conservatives and business-minded leaders, ESOPs strengthen the backbone of the American economy—private businesses. They keep ownership local, encourage long-term stability, and reward hard work with financial upside. They also provide business owners with tax-advantaged succession planning tools that preserve legacy while ensuring continuity.
• For progressives and labor advocates, ESOPs put equity directly in the hands of employees, helping workers build wealth, close the income gap, and secure retirement savings. They foster a sense of dignity and empowerment on the job, while improving productivity and lowering turnover.

Evidence That ESOPs Work

The data makes it clear why ESOPs continue to attract advocacy across party lines:

• Companies with ESOPs are more resilient, with lower default rates than their peers.
• Employees in ESOPs accumulate substantially more retirement savings than workers in traditional firms.
• Studies show ESOP companies experience higher productivity and growth, while also strengthening communities by keeping businesses rooted locally.

Policy Support and Momentum

Over the past several decades, legislation enhancing ESOPs has repeatedly passed with overwhelming bipartisan support. From tax incentives to financing structures, both Congress and state legislatures recognize ESOPs as a powerful tool for sustaining American businesses while building the middle class. New resolutions introduced in recent years have drawn co-sponsors across the political spectrum, showing that ESOPs are not only enduring, but gaining fresh momentum.

A Common-Sense Solution in Uncertain Times

Amid sharp divisions in Washington, ESOPs stand out as a rare, practical solution that everyone can get behind. They protect jobs, create wealth for workers, and help entrepreneurs transition their businesses smoothly—benefits that resonate with policymakers regardless of party affiliation.

As more companies explore employee ownership, the bipartisan support behind ESOPs ensures that this model will remain a vital and growing part of the American economy. It’s proof that even in divided times, we can still unite around solutions that work.

I want to thank my fellow panelists Todd Leverette, Malini Ramanarayanan Moraghan and Joe Belsterling who joined me at the National Center for Employee Ownership (NCEO) Forum last week in Philadelphia. We had an inspiring and honest discussion about what it will take to scale the number of employee owned businesses by 10X in 10 years. Lots of great ideas and a deep well of energy and passion in the audience. The main takeaway for me was that we’re likely at a tipping point of awareness, capital and policy initiatives. Good things are starting to happen and a lot of organizations are working on this including Ownership Works, Project Equity, Ownership Capital Lab, Ford Foundation, Expanding ESOPs, The National Center for Employee Ownership (NCEO) and others. Shout out to Geoff Woolley, my Co-Founder at Liquidus Partners for the photo!

In a crowded investment landscape, finding strategies that deliver both attractive returns and genuine differentiation is no easy task. That’s why a growing number of sophisticated investors are taking a closer look at a niche that sits at the intersection of private credit and employee ownership: buying seller notes from ESOP transactions.

It’s a strategy that’s hiding in plain sight—one with compelling economics, low competition, and an impact story to boot. 

When a business owner sells their company to an Employee Stock Ownership Plan (ESOP), the deal is often financed in part with a “seller note”—a promise from the company to pay the seller over time. These notes typically carry attractive interest rates and are backed by healthy, cash-generating companies.

But here’s the catch: sellers often don’t want to wait years to get paid. That’s where a private credit fund steps in—buying the note, providing the seller with immediate liquidity, and earning the interest and principal payments over time.

ESOPs are not small-time players. There are over 6,500 ESOP companies in the U.S., generating more than $1.7 trillion in revenue annually. Yet, despite this scale, institutional capital in the ESOP seller-note market is scarce. Banks rarely purchase these notes, and traditional lenders typically don’t understand the ESOP structure.

That lack of competition means well-structured deals with favorable terms are often available—if you know where to look.

Buying ESOP seller notes can deliver premium yields without taking equity-level risk. The repayment obligations are contractual, the companies are usually established market leaders, and the transactions are structured with strong covenants.

Because ESOP companies often outperform their non-employee-owned peers in retention, productivity, and resilience, the underlying credit quality can be exceptional.

Seller notes aren’t traded on public markets, so their value isn’t vulnerable to daily headlines. Payments are typically fixed and predictable, creating steady cash flows that can anchor an investor’s portfolio.

This stability makes them an appealing diversifier in times of market turbulence.