Jeremy and Kailey Porter Are Building for the Long Run

For Jeremy and Kailey Porter, the investment thesis begins with a question that is also a personal one: what would they want to own for the long haul?

Their answer is Porterhaus Capital, a husband-and-wife investment business looking for established companies it can acquire and operate indefinitely. The ambition is practical: find a profitable business, protect what makes it work and build on it over time. Together, they are setting out to become the next owners of something another founder has spent years creating.

According to their firm’s biographies, Jeremy’s route into ownership passed through seven years at Deloitte Consulting, where he led teams working with Fortune 500 clients. He later founded a real-estate investment company. Kailey arrived through a different kind of entrepreneurship: founding and running a high-end beauty salon after working in Chicago salons. Their professional backgrounds put corporate consulting and property investing alongside the daily demands of a customer-facing business.

That combination gives their story its interest. A salon and a property business have different rhythms, but both depend on maintaining relationships, delivering a service and making the economics work repeatedly. It is an editorial lens through which to understand their next venture—not evidence that every acquisition will succeed.

Porterhaus’s website describes a property-management portfolio of more than 400 apartments across Indiana and Kentucky, built through founding and partnership activity. It also includes Kailey’s salon among the businesses in their family’s orbit. A Chicago-area forklift business appears there too, with an important distinction: the site attributes that acquisition and growth to a family member described as their brother/brother-in-law, who serves as an adviser.

The picture is of a family with experience across several operating businesses. The apartment count describes a management portfolio; it does not tell us how many properties the couple personally own.

Their acquisition criteria offer a clearer view of the scale they want to pursue. Porterhaus targets companies with annual revenue of $2 million to $30 million and at least $900,000 in EBITDA or seller’s discretionary earnings. Those are measures used to assess a business’s earning capacity, rather than figures for the Porters’ own income.

The preferred sectors are tangible: property management, heavy equipment, home and building services, and American manufacturing. Geographically, their stated focus is the Midwest and the Carolinas. They want established profitability, a capable management team and durable customer relationships.

Their financing model also shapes the venture. Porterhaus describes itself as an independent sponsor, using its own capital or raising money for individual transactions. Its website does not disclose a pooled fund size, and neither founder publishes a personal net-worth figure there.

For a prospective seller, the couple’s central proposition is continuity. Their stated intention is to hold businesses indefinitely, potentially passing ownership to future generations of their family. That makes the marriage part of the business story: they are presenting themselves as prospective stewards whose plans extend beyond a single transaction.

For now, the most revealing details are the businesses they know and the businesses they hope to buy. The public record leaves their private routines largely offstage. What it does show is a couple trying to turn complementary experience into shared ownership—and asking other founders to trust them with the next chapter.