Founder: Kevin McArdle 
Business: SureSwift Capital 
Revenue/Month: Operates a portfolio of over 40 SaaS businesses with strong recurring revenue 
Founders: 1 
Employees: 120 
Website: www.sureswiftcapital.com 
Location: Remote-first company with a global team 
Founded: 2015 

SureSwift Capital has built a reputation for acquiring and scaling SaaS businesses, offering founders an easy and rewarding way to transition out of their companies. Unlike traditional private equity firms that focus on rapid turnarounds, SureSwift takes a long-term approach—buying software businesses, helping them grow, and keeping them in its portfolio. Since launching in 2015, the company has acquired more than 40 businesses, including Docparser, Mailparser, Back in Stock, and MeetEdgar. 

For Kevin McArdle, SureSwift started with a simple idea: buy one promising SaaS business and see where it leads. “The first deal went well,” he recalls. “Then we did another one, and then another. Pretty soon, I realized we had the foundation for something much bigger.” In the early days, McArdle worked with a handful of contractors to keep operations running. As the acquisitions kept coming, the team expanded, evolving from a small, opportunistic buyer into a structured investment firm with a growing portfolio of software businesses. 

SureSwift operates on a model designed with founders in mind. Many SaaS entrepreneurs spend years building their companies but eventually reach a point where they’re ready to move on—whether that means starting a new venture, spending more time with family, or simply stepping away from the daily demands of running a business. “We’re not just buying software,” McArdle explains. “We’re buying something that a founder has poured their heart into. We take that seriously.” 

Unlike larger private equity firms that focus on companies generating tens of millions in revenue, SureSwift zeroes in on a different segment: SaaS businesses with steady, recurring revenue and strong customer retention. “A lot of great software companies don’t fit the profile that big firms are looking for,” McArdle says. “But they’re still really solid businesses. We give those founders an option they wouldn’t otherwise have.” 

Once a company joins the SureSwift portfolio, the focus shifts to growth—but not the kind that prioritizes speed over stability. “We don’t believe in coming in and flipping everything upside down,” McArdle says. “We take our time to understand what’s working, what can be improved, and where we can add value without disrupting what made the business successful in the first place.” This could mean refining pricing strategies, improving marketing efforts, or enhancing product features—always with an eye on long-term sustainability rather than quick wins. 

McArdle is quick to point out that SureSwift isn’t just about numbers. It’s about creating exits that truly work for founders. “If I had built a SaaS company before SureSwift existed, I would have wanted a buyer like us,” he says. “That’s how we operate—offering fair deals, running businesses responsibly, and making sure founders feel good about where their company ends up.” 

From Corporate Climber to Entrepreneur: The Road to SureSwift 

Success in business rarely follows a straight path, and McArdle’s story reflects that reality. Unlike founders who dive into startups early, he spent years in corporate leadership, gaining firsthand experience in operations, management, and growth strategies before making the jump to entrepreneurship. That background—combined with a family history of ambition and calculated risks—shaped the approach he would later take with SureSwift. 

McArdle grew up in a household where business was a constant topic of conversation. His grandfather had passed on opportunities that, in hindsight, could have been game-changing—one of them being an early investment in the New England Patriots. His father, determined not to repeat that pattern, started multiple businesses of his own. “I watched my dad take big swings,” McArdle says. “Some worked, some didn’t, but it taught me early on that building something of your own comes with risks, rewards, and no guarantees.” 

Despite his exposure to entrepreneurship, McArdle initially chose stability over uncertainty. He earned degrees in Mathematics and Secondary Education, then became a high school math teacher. The work was fulfilling, but he quickly realized that effort and performance didn’t necessarily lead to career advancement or financial growth. “I loved teaching, but I also saw a ceiling,” he explains. “No matter how hard I worked, my trajectory was largely predetermined.” That realization pushed him toward a new path—corporate leadership. 

He joined Cerner Corporation, a major player in healthcare software, and quickly proved himself. Over 15 years, he climbed the ranks, eventually becoming one of the youngest vice presidents in the company’s history. While working full-time, he also earned an MBA, taking night and weekend classes to sharpen his business acumen. “The MBA was valuable,” he says, “but the real learning came from leading teams, making tough calls, and figuring out how to grow a business in real time.” 

Then came a turning point. He had options—stay at Cerner, move to a competitor, or launch a medical device company with a doctor he had met. Unsure which path to take, he sought advice from Don Wharton, an experienced entrepreneur with multiple successful ventures under his belt. After several conversations, Wharton surprised him with a different idea. “He said, ‘I’ve got a business concept, and I think you’re the right person to lead it,’” McArdle recalls. That single conversation set the foundation for SureSwift. 

On July 4, 2015, McArdle officially left corporate life behind. He calls it his personal Independence Day—the moment he traded the security of an executive role for the challenge of building something entirely his own. 

Finding the Right Business Model: The Shift to SaaS 

SureSwift began with a straightforward plan—raise capital, acquire profitable online businesses, and build a portfolio that generated steady cash flow. The strategy allowed McArdle to move quickly, closing deals and running multiple companies with a lean team. But as the business grew, so did the realization that not all revenue models were created equal. 

At first, McArdle took a broad approach, acquiring a mix of content sites, affiliate-driven platforms, and subscription-based businesses. Each deal brought valuable insights, but not all of them led to long-term stability. “We learned pretty quickly that ad-supported businesses came with a lot of unpredictability,” he says. “Google updates could wipe out traffic overnight, and CPM rates were constantly shifting. We had no control over it.” That kind of volatility made it difficult to plan for the future, and McArdle saw firsthand how external factors could turn a once-thriving business into a struggling one. 

A turning point came with one of his early acquisitions—MySiteAuditor, an SEO lead generation tool. Unlike content-based businesses that relied on fluctuating ad revenue, this SaaS product offered steady, recurring income. “Agencies were using it to generate automated SEO reports for leads,” McArdle explains. “It had a clear value proposition, predictable revenue, and high margins. That was eye-opening.” 

After that, the decision was clear. SureSwift shifted its focus entirely to SaaS, favoring businesses with strong retention, subscription-based revenue, and a stable customer base. “Once we saw the difference, there was no reason to go back,” McArdle says. “With SaaS, we weren’t constantly worrying about traffic spikes or algorithm changes. We could actually build something sustainable.” From that point on, every acquisition aligned with this new strategy—one that prioritized reliability over short-term wins. 

Scaling with Precision: Growth, Investors, and the Relentless Focus on Operations 

SureSwift has come a long way from its early days of bootstrapped acquisitions and a handful of contractors. What started as a lean, fast-moving operation has grown into a global company with more than 150 team members—120 of them full-time—spread across multiple time zones. Scaling at this level required more than just capital; it demanded a disciplined approach to growth, a willingness to adapt, and a near-obsessive focus on operational efficiency. 

In the beginning, McArdle funded acquisitions using personal capital. But as SureSwift’s track record solidified, it became clear that a larger capital base would be necessary to keep pace with the company’s ambitions. “SaaS acquisitions aren’t cheap,” he says. “Even when a business has strong recurring revenue, you still need the ability to write sizable checks upfront.” As confidence in the model grew, so did investor interest. SureSwift now operates two investor-backed funds, with the second one expected to be fully deployed by the end of the year. While he keeps future expansion plans under wraps, McArdle makes one thing clear: “We’re not slowing down.” 

With scale comes complexity, and McArdle quickly learned that each stage of growth brings new hurdles. “Early on, I thought things would get easier as we got bigger,” he admits. “What actually happens is that different problems replace the old ones. You solve one challenge, and another pops up.” The key, he realized, wasn’t chasing simplicity—it was building a company that could manage complexity without breaking down. 

That realization fueled his deep focus on operations. SureSwift now runs on carefully designed systems that allow it to oversee a growing portfolio of SaaS businesses without inefficiencies creeping in. Everything—from financial management to HR—is structured to function smoothly across multiple products. “When you’re running a dozen businesses, small inefficiencies can be an annoyance,” McArdle says. “When you’re running 40, those same inefficiencies can become major problems.” Precision isn’t just a goal at SureSwift—it’s a requirement. 

Lessons from the Journey: Advice for Aspiring Entrepreneurs 

McArdle doesn’t believe that success in business is reserved for an exclusive group of people. Entrepreneurs, in his view, aren’t superheroes—they’re problem solvers who recognize opportunities, gather the right data, and take action. While resilience plays a major role, he argues that making smart decisions early on is what truly sets successful founders apart. 

One of the most valuable lessons he shares with new entrepreneurs is the importance of bootstrapping. “Hold off on outside investment as long as possible,” he says. “It forces you to be efficient, focus on profitability, and really understand your market before you start scaling.” Too often, he sees founders chasing funding before proving their business model, leading to unnecessary dilution or, worse, scaling something that isn’t built for the long haul. His advice? “Only take on investors once you know your concept works and that outside capital is the right fit for your business. Not every company needs—or should take—venture money.” 

His own experience with SureSwift reinforces that philosophy. He built the company deal by deal, refining the strategy along the way, and only brought in investors once he had a clear, repeatable formula for success. “We didn’t raise money because we needed to—we did it because we had a proven model that we knew how to scale,” he explains. That discipline has allowed SureSwift to grow without losing control, something many fast-moving startups struggle to balance. 

Ultimately, McArdle believes entrepreneurship isn’t about having a flawless plan from the start—it’s about taking calculated risks, learning from missteps, and continuously refining the strategy. “The people who succeed aren’t the ones with the perfect idea on day one,” he says. “They’re the ones who stay focused, push through the tough moments, and build something real.” 

Success Factors: Why did SureSwift Succeed? 

• Disciplined Acquisition Strategy: McArdle and his team refined their approach over time, shifting from a broad portfolio of online businesses to a laser focus on SaaS. By prioritizing companies with recurring revenue, high retention, and strong fundamentals, SureSwift built a portfolio that could grow sustainably without the unpredictability of ad-driven or affiliate-based models. 

• Long-Term Ownership Mindset: Unlike many private equity firms that acquire businesses with the intent to flip them quickly, SureSwift operates with a long-term perspective. This allows them to make strategic improvements over time rather than chasing short-term wins. 

• Operational Excellence: McArdle’s obsession with efficiency ensures that SureSwift can scale without losing control. The company runs on carefully designed systems that allow it to manage dozens of SaaS businesses without unnecessary complexity. By optimizing financial management, HR, and other core functions, SureSwift avoids the inefficiencies that often plague rapidly growing firms. 

• Smart Use of Capital: McArdle bootstrapped SureSwift in its early days, proving the business model before bringing on investors. This disciplined approach to funding allowed the company to grow methodically rather than relying on outside capital too soon. Even after securing investor-backed funds, SureSwift continues to focus on sustainable growth rather than aggressive expansion at any cost. 

• Respect for Founders and Their Businesses: SureSwift doesn’t just buy software—it takes over products that founders have built with years of effort. McArdle and his team prioritize maintaining the integrity of the businesses they acquire while identifying opportunities for improvement. This founder-friendly approach has helped the company build a strong reputation among SaaS entrepreneurs looking for an exit. 

• Adaptability and Continuous Learning: McArdle’s willingness to pivot—whether shifting from content-based businesses to SaaS or evolving SureSwift’s operational structure—has been a major factor in its success. He acknowledges that each stage of growth brings new challenges and embraces the need to refine the business model along the way. 

• Calculated Risk-Taking: McArdle’s background in corporate leadership gave him a strong foundation in business operations, but he took a major leap when he left a stable executive role to start SureSwift. His ability to make well-informed decisions, take strategic risks, and execute on opportunities has been a driving force behind the company’s growth. 

• Patience and Intentional Growth: Rather than rushing to scale, SureSwift has grown steadily, ensuring that each acquisition fits within its model before moving on to the next. This patience has allowed the company to maintain control, avoid common scaling pitfalls, and build a resilient business. 

Key Lessons to Learn 

1. Start Small, Learn Fast: McArdle didn’t launch SureSwift with a massive team or a complex strategy. He started with one acquisition, learned from it, and refined his approach over time. This incremental method allowed him to build a sustainable business without taking on unnecessary risk. 

2. Follow the Data, Not Just the Opportunity: In the beginning, SureSwift acquired a mix of online businesses, including content and ad-driven models. But over time, data revealed that SaaS companies with recurring revenue and high retention were the most stable and scalable. By adjusting the strategy based on real results rather than sticking to the original plan, McArdle positioned SureSwift for long-term success. 

3. Bootstrapping Builds Discipline: McArdle emphasizes the value of delaying outside investment. By bootstrapping in the early stages, SureSwift was forced to operate efficiently, focus on profitability, and prove its model before raising investor capital. This approach ensured the business was strong before scaling. 

4. Operational Efficiency is Non-Negotiable: Scaling multiple SaaS businesses under one umbrella requires precision. SureSwift thrives because of its structured operational systems, allowing it to manage dozens of companies without inefficiencies piling up. Entrepreneurs who want to scale must build processes that can handle growth without breaking. 

5. Every Stage of Growth Brings New Challenges: McArdle initially thought things would get easier as the company matured, but he quickly learned that each stage of success introduces new challenges. Instead of expecting a smoother ride, he built a business designed to handle increasing complexity. This mindset shift is crucial for any entrepreneur scaling a company. 

6. Not Every Business Needs Venture Capital: Many founders chase funding too early, sometimes at the cost of long-term success. McArdle advises entrepreneurs to seek investment only when they have a proven, repeatable model that justifies outside capital. For some businesses, bootstrapping may be the smarter route. 

7. Respect the People Behind the Businesses You Acquire: SureSwift doesn’t just buy software—it takes over products that founders have spent years building. By ensuring that businesses continue to thrive post-acquisition, McArdle has built a strong reputation among SaaS entrepreneurs. Whether acquiring or partnering, treating people with respect is a competitive advantage. 

8. Calculated Risk is the Foundation of Entrepreneurship: McArdle didn’t jump blindly into startups—he leveraged his corporate experience, sought advice from seasoned entrepreneurs, and made strategic moves based on careful analysis. His journey proves that entrepreneurship isn’t about reckless risk-taking but about making informed decisions and continuously refining the approach. 

Opportunity Matrix 

Founder Background 

Kevin McArdle had a corporate leadership background, including 15 years at Cerner Corporation, where he became one of the youngest VPs in company history. He also earned an MBA while working full-time, gaining deep operational and business strategy expertise. 

Problem Identification 

Many SaaS founders build profitable businesses but struggle to find buyers who understand their value. Traditional private equity firms focus on larger companies, leaving smaller, high-potential SaaS businesses without clear exit options. 

Market Opportunity 

The rise of SaaS and subscription-based businesses created demand for a buyer specializing in acquiring, managing, and scaling these businesses. The recurring revenue model makes SaaS highly attractive for long-term ownership. 

Competitive Landscape 

Competes with private equity firms, venture capital-backed roll-ups, and individual buyers. However, SureSwift differentiates itself by focusing on long-term ownership rather than flipping businesses for quick returns. 

Market Research 

Early acquisitions provided insights into different online business models. Experimentation with content-driven, affiliate, and SaaS businesses revealed that SaaS offered the most stable, scalable revenue model. 

Business Model 

SureSwift acquires SaaS businesses with strong retention and recurring revenue. Instead of flipping them, it improves operations, enhances customer acquisition, and maintains long-term ownership. 

Initial Capital 

Initially bootstrapped with personal funds. Once the model was proven, SureSwift secured investor-backed funds to scale acquisitions. 

Product/Service Development 

The company acquires already successful SaaS products and focuses on optimizing operations, improving marketing, refining pricing models, and enhancing features post-acquisition. 

Marketing Strategy 

Targets SaaS founders looking for an exit. Reputation and word-of-mouth play a significant role, alongside direct outreach and founder-friendly acquisition terms. 

Milestones 

• First acquisition in 2015 

• Transitioned from a broad acquisition strategy to focusing solely on SaaS 

• Secured investor-backed funds for larger acquisitions 

• Built a global remote team of over 150 members 

• Acquired over 40 SaaS businesses 

Scalability 

Highly scalable due to standardized operational systems, remote workforce, and the ability to manage multiple SaaS businesses efficiently. Each new acquisition integrates into an existing, well-structured process.  

Potential Risks & Challenges 

• Integration complexity when managing a growing portfolio of SaaS products 

• Dependence on recurring revenue models, which require strong customer retention 

• Market saturation or increasing competition for SaaS acquisitions 

• Ensuring acquired businesses maintain high performance post-acquisition  

Key Performance Indicators 

• Recurring revenue growth 

• Customer retention rates 

• Profitability of acquired businesses post-integration 

• Efficiency of operational processes across multiple SaaS products 

• Return on investment for acquired companies