"My original idea of an investment banker was working with a smart, young kid, probably the same age as my son or daughter, bossing my executives around. Instead, I worked with Bruce Schulman who had over 30 years of experience and an enormous number of deals closed. Bruce came in, gathered information, wrote the first draft of my confidential memorandum and already had some great ideas on whom the ideal group would be."
             -A New-Jersey Based Retailer

"For a Yankee, Bruce sure knows the ins and outs! He knew where to go for my financing even though my other professionals were doubtful that my company would have any possible success."
             -A Texas-Based Software Developer

"Chicago has some great investment banking firms, but I went with Bruce Schulman's company. For anyone doing investment banking for as long as Schulman has and still be at the top of his game after that amount of time, that's someone I want at my side. I could have worked with bulge bracket firms with Morgan, Rock, and Brothers in their names, but who wanted to work with the junior guy who would have been assigned to my company - I am not a $1 billion firm-just a privately held $50 million revenue company."
             -An Illinois-Based Metal Bender

Bruce Schulman worked with the bean counters from the buyer's lender and answered every question that they and the auditors pestered me with. And he did the same thing when the lawyers came up with their separate group of questions. And, finally, when the lawyers got tangled up in their unreasonable demands, Bruce untwisted the mess."
             -An Alabama-Based Building Supply Manufacturer

"I wanted my son to continue running this company when I left. I just did not want to give it to him. Bruce Schulman figured out how to do a recapitalization where my son will eventually own 55%. The balance will be owned by my employees (15%) and a Florida-based institution (30%) who will finance his growth."
             -A Florida-Based Consumer Products Distributor

"Silicon Valley firms said that since I was not growing geometrically, they were not interested in buying my company. (What's wrong with my 20% annual growth?) Bruce sold my company to a non-U.S. company who couldn't care that I had my discretionary expenses or that my sale was at such a high price that goodwill needed to be considered when a final price was finalized."
             -A California-based Hosting Company