Subscribe Log in

Mergers & Acquisitions

Singer Industrial’s Acquisition Playbook: Patience, People and Platform Fit

The second part of our Singer Industrial deep dive explores how the industrial rubber, fluid power and automation distribution organization decides which distributors to bring into its growing platform. President Pete Haberbosch explains the company’s people-first criteria, relationship-driven sourcing strategy and disciplined approach to integration — and why walking away from the wrong deal can be just as important as closing the right one.

March 6, 2026

Share

Editor’s Note: This is the second of two articles based off of our Feb. 4 MDM Podcast episode and the second in a three-part article series to be packaged into an MDM Case Study. See Part 1 here.

Singer Industrial’s growth story is inseparable from acquisition. Since its founding in 1999, the Dallas-based industrial rubber, fluid power and automation distributor has steadily expanded into a North American platform spanning more than 55 operating companies, 110-plus locations and roughly 1,500 employees. But President Pete Haberbosch is quick to clarify that Singer is not driven by deal volume…

This is a Premium Article

Join NAW to read the full article — plus access to research, data, and intelligence.

As a member, you get:

  • Unlimited premium MDM articles, case studies, and monthly intelligence reports
  • Access to webcasts, podcasts
  • Exclusive whitepapers, research reports, and market data
  • Quarterly M&A, MarketPulse, and Economic Outlook reports
  • Access to NAW Nucleus, NAW SmartBrief, and NAW’s policy and leadership resources

The NAW Professional Membership is $850/year for individuals. It’s the fastest way to unlock this article — and everything else.

Unlock Premium Content


>> Explore all membership options

Related Articles

See More Articles