Swing Kingdom
Swing Kingdom and Atlas Molding had something rare: an exceptional Amish workforce whose craftsmanship was as much a cultural legacy as it was a competitive advantage. They were industry leaders in their categories, but their growth had plateaued. The missing pieces weren’t skill or demand — they were strategic direction and operational capacity.
PennSpring’s approach began with leadership. We professionalized the senior management team, bringing in Nate as COO. Nate expanded the dealer network, negotiated more favorable dealer economics, and overhauled the go-to-market strategy — especially in the SLED market, where our expertise helped land large playground projects across the Mid-Atlantic.
Atlas Molding’s opportunity was hiding in plain sight: unused manufactur- ing capacity. We added a second shift, unlocking significantly more output without the cost of a facility expansion.
When the time came to exit, we found a strategic buyer whose culture matched the companies’ values. The result was more than a strong finan- cial outcome — it was a transition that kept the workforce, leadership, and craftsmanship intact while giving both businesses the scale they’d been missing.
“PennSpring was an incredible steward of our organization. Under their ownership we tripled EBITDA in just 19 months, and achieved an outlier outcome for all shareholders. Moreover, PennSpring accomplished this without altering our company culture; even at the point of sale PennSpring proved adept at uncovering the perfect buyer – not only strategically, but they also have been an ideal cultural fit for our Amish/English workforce.”
