Philip Kaczmarczyk - CEO, AYCE Capital

When Jordan George heard from Philip Kaczmarczyk, he was not actively looking to sell Plextec. A buyer had arrived before a sale was on the agenda. George’s account of what followed gives a useful introduction to Kaczmarczyk: the discussion concerned the team, the clients and the culture of the company as well as the offer. George says AYCE listened, respected the systems already in place and followed through on its commitments.

Plextec had been founded in 1993. Its work included secure hosted IT services and a particular expertise in supporting insurance companies. When AYCE announced its investment in February 2025, it said every employee would remain. The new owner would supply sales and marketing help, accounting support, extra staffing at busy times and access to capital. The company’s accumulated experience was the attraction. There would be little sense in purchasing it and then treating it as an inconvenience.

Kaczmarczyk, AYCE’s co-founder and CEO, works in a corner of finance where the object being bought answers the telephone. Managed service providers, usually shortened to MSPs, look after other businesses’ technology. Their clients rely on them for cloud systems, security, infrastructure and support. An acquisition changes the ownership of that service. The client still expects someone familiar to understand the problem. For Kaczmarczyk, this is where the financial transaction meets the working relationship.

From markets to management

His route into this business began in finance. Kaczmarczyk attended the University of Ottawa, studying finance between 2017 and 2021, and worked as an investment banking analyst at Scotiabank. His earlier experience also included public markets, growth consulting for small and mid-sized businesses, and mergers and acquisitions. Those strands meet in his present responsibilities: finding investments, raising capital and making decisions about businesses that will join the group.

He and William Dennis founded AYCE in 2022. Dennis is the COO; Kaczmarczyk concentrates on capital and acquisitions. The division is practical. Buying a business requires a decision about its future, followed by someone taking responsibility for the administrative work that future entails. AYCE’s team now includes finance, operations, sales leadership, deal origination and AI services. An acquisition announcement is brief. The work described by those job titles continues after it.

There is an ordinary personal rhythm beside the dealmaking. Kaczmarczyk’s biography describes time spent living and working in Barrie and the Greater Toronto Area, an interest in supporting the community, and leisure devoted to reading, family and golf. No elaborate mythology is required. A book, a family visit and a round of golf are perfectly serviceable ways to spend time when the next item on the calendar is not a valuation.

2022AYCE founded

2023Early Ontario investments

2026Canada + U.S. network

Two early deals, one recurring arrangement

In January 2023, AYCE announced an investment in Rational Business Solutions. The management team retained ownership stakes, and the announcement committed to retaining all employees. Rational had spent more than 25 years serving small businesses in Ontario and nearby provinces. Its CEO, David Rashkovan, described the arrangement in concrete terms: AYCE could take on background business functions and help drive sales, leaving management more time to concentrate on the business.

The CarefreeIT investment followed in August 2023. Based in Waterloo, CarefreeIT brought more than two decades of service to businesses in Kitchener-Waterloo and the Greater Toronto Area, along with cybersecurity expertise. Here again, management retained ownership stakes and employees stayed. Kaczmarczyk, identified as a principal in both early announcements, highlighted the team and the security capability. By the Plextec announcement in 2025, the title attached to his name was CEO.

These arrangements describe a particular way to grow. A local company brings its customer knowledge and technical experience. AYCE adds resources that can be shared across businesses. Management can remain financially involved. Growth can come through more customers, a broader service offering or further acquisitions. The model asks a buyer to recognize that a company’s habits, relationships and accumulated knowledge have value alongside its accounts.

What a founder wants to keep

Technical Action Group supplies a more personal account of the handover. Its founders, Joe and Sandra, had built the Toronto business from 2002. As they prepared to step away, staff retention was a central concern. They wanted clients to continue receiving support from the professionals they knew. Joe describes the transition with AYCE as collaborative and respectful, including the period through the founders’ retirement. For him, choosing a buyer also meant choosing who would carry the company forward.

Dougun Mia, TAG’s subsequent CEO, describes support with overhead, new sales channels and automation. Regular work with AYCE includes vendor relationships, hiring and budgets. These are modest-sounding nouns with considerable demands on a manager’s time. The model becomes easier to picture at this level: the same business continues serving its clients while gaining people who can help with the machinery behind the service.

Then the company itself became a buyer. In September 2025, AYCE announced that it had helped TAG structure and facilitate the acquisition of Total e Works in Collingwood. Total e Works would retain its brand and gain TAG’s operational support. That transaction extends the idea beyond a central firm collecting businesses. A company within the network can use the group’s acquisition experience to expand its own reach.

THE OPERATING ARRANGEMENT

The local MSPClient relationships
Technical service
Local knowledge

AYCE supportSales and finance
Vendor resources
Acquisition expertise

More hands behind the scenes. The people serving clients remain central to the model.

A bigger map, a familiar conversation

The geography widened. AYCE invested in Ottawa’s IDS Systems in April 2025, with its existing brand continuing and access to operational support, sales and marketing, and industry peers. Later that month came Vancouver’s i-worx, founded in 2003 and known for cloud-based services. Its CEO, Andre Coetzee, emphasized the character of the people he would be working with as well as the resources they offered.

In Upstate New York, ITG founder Mike Collins had already entertained and rejected other acquisition offers. He wanted a partner interested in growing the ITG brand. He says he had nearly withdrawn the business from the market before AYCE entered the conversation. The relationship brought strategic discussions with other MSP leaders; within the first three months, ITG hired a full-time business development manager and developed a sales and marketing strategy.

Collins’ story helps explain what Kaczmarczyk is selling to sellers. The offer contains a route to doing more with the company they already built. ITG’s founder had been the sole decision-maker for two decades. A group supplied colleagues for decisions as well as capital. A larger map can be drawn with transactions. A useful network requires the businesses on that map to have something to exchange.

The money behind the promises

Kaczmarczyk’s work also involves arranging the funding that makes acquisitions possible. In May 2025, AYCE announced a debt-financing package from National Bank’s Technology and Innovation Banking team. It replaced an earlier facility with BDC Capital and included a pre-approved delayed-draw term loan for future needs. AYCE connected the financing to further MSP investments and the expansion of its national sales team.

By August, the National Bank facility had been increased, four months after the initial partnership. Kaczmarczyk’s comments put an emphasis on the working relationship with the bank, including its honesty and ability to complete a deal. “Working with the right people and right team is the most important variable.” The sentence came in a financing announcement, but it could sit comfortably beside the accounts of the founders whose businesses AYCE had bought.

Ashbridge Partners supplies another part of that financial backing, providing growth capital for acquisitions and organic projects. Its co-founders, Nathan Tam and Jordan Goodman, are AYCE investors and advisors. Ashbridge describes an indefinite investment horizon. For an organization promising long-term ownership, the patience of its own backers matters: the commitments made to an acquired company have to fit the capital supporting them.

“Working with the right people and right team is the most important variable.”
Philip Kaczmarczyk · August 2025

Ohio, Alberta, Massachusetts

In January 2026, AYCE announced its investment in Acendex, a Cleveland MSP founded in 1988. It was the group’s twelfth investment and third American acquisition, joining its presence in Vermont and New York. Kaczmarczyk singled out Acendex’s understanding of its customers’ businesses. Acendex president Jonathan Husni described a process in which AYCE listened to concerns and made the team feel valued.

An investment in Edmonton’s Solid Technology Solutions followed in February. The support described included sales, finance and vendor management, with more scale to compete in formal procurement. In June, AYCE announced its first Massachusetts investment, Netwide Technical Solutions in Pembroke. Founded in 2003, Netwide had built its business over more than two decades. President Michael Lawlor emphasized continuity and service standards when discussing the decision to partner.

These companies arrived with histories much longer than AYCE’s own. Acendex predates AYCE by more than three decades. Netwide’s clients had known their provider for years before Kaczmarczyk’s firm existed. That difference gives the acquisition model its particular challenge. The newer owner provides a plan for expansion while assuming responsibility for relationships it did not create. Longevity belongs to the purchased businesses first.

1988 → 2026

Acendex’s founding year and AYCE’s investment announcement. A young owner meets a much longer company history.

Sharing expertise without a uniform

By his May 2026 conversation with Julian Lee, Kaczmarczyk described a portfolio of 16 MSPs in Canada and the United States. The growth target discussed was six to ten new acquisitions a year. He also described local brands and customer-facing cultures being preserved, with partners retaining flexibility over their technology choices while sharing automation approaches. Those figures describe a moment and a target, respectively; they measure different things.

Cybersecurity adds another dimension to the network. A May acquisition established a dedicated security center serving AYCE’s MSPs, with capabilities including virtual security leadership, managed security operations and incident response. A specialist team could reach customers through the wider group, while the local providers could draw on expertise beyond their own staff. The logic of sharing becomes tangible when a capability acquired once can support multiple businesses.

A conversation behind the acquisitions. Promotional interview cover from eChannelNews, May 2026. Watch the 19-minute conversation ↗

The next business, the same question

Kaczmarczyk is also listed as CEO of Anavo Capital, where he leads capital strategy and acquisition execution. Anavo focuses on Canadian manufacturing and defense businesses. His biography there records 17 acquisitions led or co-led since 2022. Dennis is also Anavo’s COO. The sector changes, while the responsibilities retain a recognizable shape: acquisition decisions paired with operational transition work.

Anavo describes itself as a permanent holding company, with an investment horizon measured in decades and an emphasis on keeping management involved. Its proposed work includes succession planning, equipment, systems and supplier relationships. These are commitments made by the firm, rather than a guarantee of any future outcome. They nevertheless show where Kaczmarczyk’s ambitions now extend: toward businesses whose existing teams and experience are central to what an owner hopes to build.

Back at Plextec, George’s account returns to follow-through. An approach from a buyer led to a decision about a team’s future. Kaczmarczyk’s career can be read through that sequence, repeated in different towns and businesses. Find a company with relationships worth preserving. Finance the purchase. Supply help that its managers can use. Then keep working with the people who made the business worth approaching in the first place.

Follow the conversations

Company details, public career profiles and the deals discussed above.

Philip Kaczmarczyk and the business of staying familiar