The People Behind Pillsman

We're operators who became investors, not the other way around. Every member of our team has worked inside the businesses we now invest in.

Founding Year

2012

Combined Experience

40+ years

40+ yrs

We think of this as stewardship, not ownership. You're trusting us with something your family built — and we take that seriously. We'll get to know your people, not just your numbers.

We think of this as stewardship, not ownership. You're trusting us with something your family built — and we take that seriously. We'll get to know your people, not just your numbers.

We think of this as stewardship, not ownership. You're trusting us with something your family built — and we take that seriously. We'll get to know your people, not just your numbers.

The Pillsman Way

The Pillsman Way

The Pillsman Way

We built Pillsman to do this work the way we always believed it should be done — with longer holds, real alignment with owners, and the freedom to say no. Every business ultimately comes back to the same thing: people. The families who built them, the employees who grew with them, and the customers who depend on them. We’re privileged to be part of transitions that owners may navigate only once or twice in their lives.

We chose not to raise a traditional fund. That choice removes the clock, the pressure to deploy capital, and the conflicts that can arise between what’s best for the business and what’s best for the fund. Many firms measure success by IRR — a time-based return that rewards speed. We measure it by the multiple, which rewards building real value over time. Independence gives us flexibility: to structure deals thoughtfully, to align the right capital partners to each situation, and to stay accountable. Our investment committee is two people. When we say yes, we mean it.

Your business matters more than you probably admit.

Your business matters more than you probably admit.

Your business matters more than you probably admit.

We chose not to raise a traditional fund. That means no timer ticking, no pressure to deploy capital, and no conflicts between what's good for the business and what's good for the fund. Most firms measure success by IRR — a time-based return that rewards speed. We measure it by the multiple, which rewards building real value over time. Because we're independent, we can structure deals flexibly and align the right capital partners to each situation. Our investment committee is two people. When we say yes, we mean it.
We chose not to raise a traditional fund. That means no timer ticking, no pressure to deploy capital, and no conflicts between what's good for the business and what's good for the fund. Most firms measure success by IRR — a time-based return that rewards speed. We measure it by the multiple, which rewards building real value over time. Because we're independent, we can structure deals flexibly and align the right capital partners to each situation. Our investment committee is two people. When we say yes, we mean it.

Managing Partner & Co-Founder

Managing Partner & Co-Founder

Managing Partner & Co-Founder

Edwin Burke

“A lot of people become independent sponsors as a stepping stone to raising a fund. That’s not us. We value the freedom to stay patient, stay selective, and focus entirely on building businesses — not managing a fund.”

“A lot of people become independent sponsors as a stepping stone to raising a fund. That’s not us. We value the freedom to stay patient, stay selective, and focus entirely on building businesses — not managing a fund.”

Edwin co-founded Pillsman after a career spanning investment banking, private equity, operating roles, and venture-backed companies. His experience across these seats shapes Pillsman’s long-term, operator-first approach to investing. Prior to Pillsman, Edwin was a Director and Head of European Chemicals at Nomura’s Natural Resources and Energy M&A group in London, advising specialty and commodity chemical companies on debt, equity, and M&A transactions. Earlier, he spent nearly four years at Lehman Brothers in the European Natural Resources and Energy group, working with chemical, oil services, and mining clients on financings and acquisitions. Beyond banking, Edwin has been directly involved on the operating and venture side. He was a co-founder of Tool Syndicate, a B2B collaboration software company, and held roles at AOL, eCircles (an early social networking platform), and Silicon Alley Venture Partners. He also worked in private equity at Apax Partners and began his career as a corporate finance analyst in Lehman Brothers’ Industrials M&A group. Edwin holds an MBA from Columbia Business School and a BA in English Literature from Georgetown University.
Edwin co-founded Pillsman after a career spanning investment banking, private equity, operating roles, and venture-backed companies. His experience across these seats shapes Pillsman’s long-term, operator-first approach to investing. Prior to Pillsman, Edwin was a Director and Head of European Chemicals at Nomura’s Natural Resources and Energy M&A group in London, advising specialty and commodity chemical companies on debt, equity, and M&A transactions. Earlier, he spent nearly four years at Lehman Brothers in the European Natural Resources and Energy group, working with chemical, oil services, and mining clients on financings and acquisitions. Beyond banking, Edwin has been directly involved on the operating and venture side. He was a co-founder of Tool Syndicate, a B2B collaboration software company, and held roles at AOL, eCircles (an early social networking platform), and Silicon Alley Venture Partners. He also worked in private equity at Apax Partners and began his career as a corporate finance analyst in Lehman Brothers’ Industrials M&A group. Edwin holds an MBA from Columbia Business School and a BA in English Literature from Georgetown University.

Managing Partner & Co-Founder

Managing Partner & Co-Founder

Managing Partner & Co-Founder

Chris Eichmann

"I knew I wanted to do this from a very young age. As a 12 or 13-year-old, I'd sit in my uncle's basement reading investment memos about small businesses."

"I knew I wanted to do this from a very young age. As a 12 or 13-year-old, I'd sit in my uncle's basement reading investment memos about small businesses."

Chris spent seven years leading corporate development and strategic finance at Curtis Instruments, a global designer and assembler of power management and industrial vehicle components. There he led acquisitions, managed bank and investor relationships, and initiated leadership development programs as part of a broader succession planning effort. The role gave him direct exposure to all aspects of company operations and strategy. Before Curtis, Chris worked in private equity at Hamilton Robinson Capital Partners, MC Capital (the direct investment arm of Mitsubishi Corporation), and Baring Private Equity Partners, where he focused on Latin American investments. Earlier in his career, he held credit and lending roles at JP Morgan Chase and worked in equity research at Compass Group Asset Management in Santiago, Chile. Chris holds an MBA from Columbia Business School and a BA in Spanish from Lake Forest College.
Chris spent seven years leading corporate development and strategic finance at Curtis Instruments, a global designer and assembler of power management and industrial vehicle components. There he led acquisitions, managed bank and investor relationships, and initiated leadership development programs as part of a broader succession planning effort. The role gave him direct exposure to all aspects of company operations and strategy. Before Curtis, Chris worked in private equity at Hamilton Robinson Capital Partners, MC Capital (the direct investment arm of Mitsubishi Corporation), and Baring Private Equity Partners, where he focused on Latin American investments. Earlier in his career, he held credit and lending roles at JP Morgan Chase and worked in equity research at Compass Group Asset Management in Santiago, Chile. Chris holds an MBA from Columbia Business School and a BA in Spanish from Lake Forest College.

EXTENDED TEAM

EXTENDED TEAM

EXTENDED TEAM

We maintain a network of senior advisors — former CEOs, industry veterans, and functional experts — who provide practical, strategic guidance to our partner companies. These aren’t figureheads. They’re operators who’ve been in the seat, faced the tradeoffs, and helped businesses scale through similar moments.

We maintain a network of senior advisors — former CEOs, industry veterans, and functional experts — who provide practical, strategic guidance to our partner companies. These aren’t figureheads. They’re operators who’ve been in the seat, faced the tradeoffs, and helped businesses scale through similar moments.

WHY US

WHY US

WHY US

What Makes Us Different

What Makes Us Different

You won’t be handed off. The people you meet before closing are the same people you’ll work with afterward. When something comes up, you can call us directly — not route a request through layers.

You won’t be handed off. The people you meet before closing are the same people you’ll work with afterward. When something comes up, you can call us directly — not route a request through layers.

You won’t be handed off. The people you meet before closing are the same people you’ll work with afterward. When something comes up, you can call us directly — not route a request through layers.

Both Sides of the Deal

Banking. Private equity. Operations. We’ve worked in all three, and that perspective shapes how we structure investments and partner with management teams.

Small by Design

We don’t run large teams or layered organizations. Every partner works directly with the businesses we invest in, staying close to the decisions that matter.

No Fund, No Pressure

We don’t manage committed capital on a fixed timeline. That means no artificial urgency — we invest when the opportunity is right, not because we have to deploy.