Heritage Hood Holdings is a coalition of commercial kitchen hood cleaning, grease trap, and compliance companies, built with the founders who started them. Owners take cash at closing, roll equity into the combined company, and keep their name on the truck.
Heritage Hood Holdings is building a coalition of commercial kitchen hood cleaning, grease trap, and compliance companies along the East Coast. We are not a faceless roll-up, and we are not a national competitor moving into your market. We are an alliance of owner-operators who share a mission, a set of values, and a stake in what we build together.
Each company joins as a partner, keeps the name its kitchens already trust, and gains the accounts, systems, and buying power no single shop can reach alone. Owners take real money off the table at closing and roll equity into the combined company, so they keep sharing in the growth as the network gets larger and more valuable.
Built one local company at a time, by the people who already know those kitchens best.
We partner with founders and give them the capital, people, and systems to grow what they started.
Every partner brings a name its community has trusted for years. Protecting that heritage is the whole point.
Every commercial kitchen has to have its hoods, ducts, and fans cleaned on a schedule, and its grease traps pumped on another. Almost all of that work is done by founder-owned companies with a handful of trucks, loyal restaurant accounts, and a name the local fire marshal recognizes. Most have grown as far as word of mouth and the owner’s own hours will take them.
NFPA 96 sets how often a kitchen exhaust system has to be cleaned, by what is cooking on the line. The customer does not decide whether to buy, only from whom.
Chains, hotel groups, and hospital systems want one vendor and one set of records across every site. A partnership of neighbors can serve that footprint, with each crew on its own routes.
A crew that cleans three or four kitchens a night instead of one earns far more per shift at nearly the same cost. Neighboring companies that combine routes get there fastest.
More restaurants, hotels, hospitals, and schools open kitchens every year, and East Coast metros sit close enough together that one crew can serve several.
A rowing crew is faster than its strongest rower, because everyone pulls on the same stroke. Owners who join Heritage Hood are not bought out and shown the door. Every one of them rolls equity into the combined company, keeps leading the people who know them if they want to, and shares in what the business becomes.
A well-run kitchen exhaust or grease trap business joins, keeps its name and crew, and rolls part of the proceeds into the combined company, gaining a professional team behind it.
Operators whose routes sit next to yours join as partners. Crews pick up kitchens on the same nights in the same neighborhoods, and customers keep seeing the same faces.
Shared scheduling, compliance documentation, and buying power compound across every branch. Every partner owns a piece of a larger, more valuable regional company.
Every owner rolls equity into the combined company and owns a piece of what we build together.
Your name stays on the truck, and your crew and the kitchens they serve stay with you.
Chain and institutional account development, systems, and buying power a single shop can’t afford alone.
Neighboring partners add kitchens on the same nights, lifting productivity for everyone.
Technicians and managers gain IKECA-track training, pay growth, and room to advance.
Every partner company keeps the name on its trucks and the number its kitchens already call. Together they form a network with the reach of a regional leader and the service of a neighborhood shop.
Joining soon
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We are talking with owners now about founding partnerships in East Coast metros.
Start a conversationScheduled compliance work is the core. Most good operators run across two or three of these lines, and each one makes the others more valuable on the same visit.
The NFPA 96 work, done on the schedule the code sets and documented for the inspection.
The other half of the same kitchen, on its own schedule and its own municipal paperwork.
The work sold on the same visit, to the same manager, against the same inspection.
Building a coalition for the long run changes what matters in a sale: cash at closing, the name and the crew stay, real ownership in what comes next, and a straight answer quickly when the fit is wrong.
Established, profitable companies with a track record, typically $2.5 million to $17 million of revenue. Smaller operators near our routes can join alongside them.
Hood and exhaust cleaning on NFPA 96 frequencies, grease trap and interceptor service, or both. Fan repair, filters, containment, and cooking oil fit alongside.
We build density one metro at a time, adding neighboring operators around each so a crew can serve several kitchens on the same night.
Heritage Hood acquires a majority interest and every owner rolls equity into the combined company. A day-to-day role is welcomed but never required.
Choosing a partner for the company you built is a slow, private decision, and you will make it once. These are the rules Heritage Hood holds itself to while you think it over.
If the business is not a fit, you hear so on the first call, with the reason. Not from silence six weeks later.
A confidentiality agreement is signed before you send anything. Your employees, customers, and competitors will not hear it from us.
Equity is committed before the letter of intent is signed, and lenders are lined up in advance.
The name stays, the phone number stays, and the crew keeps their jobs and routes. Customers see the technician they know.
Every owner who joins rolls equity into the same company. When the platform grows, every partner who built it shares in it.
From the first call to closing usually takes three to four months. You will still be running routes the whole time, so the work stays on our side of the table wherever possible.
The company, what you want to happen next, and how a partnership would work for you. An NDA is signed first.
A visit to meet the people who run the work, ride along on a route, and talk through the fit.
Price, structure, your rollover, and your role after closing, in plain English. Equity is committed first.
Financials, retention, routes, permits, and documentation, run around your schedule. Your team hears when you decide.
Documents are signed and funds move. Your rollover becomes your ownership in the combined company.
Accounts, systems, and people get to work on your routes, neighbors join, and the business keeps growing.
Founder
Chris is building Heritage Hood Holdings around commercial kitchen safety because it rewards what a good field service company already does well: a technician who shows up, a phone someone answers, and enough route density to stay profitable at small ticket sizes. Commercial kitchen exhaust cleaning and grease trap service run on exactly those things, with the added strength of a fire code that tells the customer how often to buy. In a commercial kitchen a missed cleaning is more than a missed appointment: grease left in a duct is a fire risk and a failed inspection, so the work gets done on schedule and documented for the fire marshal.
He spent a handful of years as a private equity associate at a lower middle market firm investing in specialty services, value-added distribution, and niche manufacturing, working on platform buyouts and add-on acquisitions of founder and family-owned companies, many of them with owners who rolled equity and stayed on to grow the business. He supported origination, ran diligence and financing workstreams through to closing, and worked alongside management teams on budgets, KPI reporting, and integration. That work is where he saw how much faster a group of good companies grows when the owners stay invested and pull in the same direction. He lines up equity before signing a letter of intent, so the price in the letter is the price he stands behind at closing. Previously, he was an associate at TGH Ventures, the venture capital group inside Tampa General Hospital, investing in digital health and healthcare services.
Chris lives in Philadelphia. Outside of work, he enjoys attempting, but often failing, to break 80 on the golf course, playing classical piano, and searching for his best next hiking spot. He earned a B.S. in Finance from Florida State University, graduating magna cum laude with honors, and is an MBA candidate at The Wharton School.
The partnership, the criteria, the services, and who is behind it. Print it, forward it, or hand it to your accountant.
Owners, brokers, and advisors are all welcome. Every conversation is confidential, and you will hear back within one business day.
A confidentiality agreement is signed before you share anything about your company.
Row together. Go further.
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