H.I.G. Capital invests in Rely Home to boost nationwide warranty.

H.I.G. Capital has injected growth capital into Rely Home, positioning the Edison, New Jersey‑based warranty group to accelerate product development and distribution across the U.S. The private equity firm — which manages about $70 billion — will partner with founder Victor Hakim and the existing leadership team, who will retain a meaningful ownership stake.

Founded in 2008, Rely Home combines a proprietary technology stack with multi-channel distribution. The business issues homeowner protection contracts via direct‑to‑consumer and real‑estate channels and operates nationally through three brands: Choice Home Warranty, Home Warranty of America and Home Service Club. The company deploys an independent network of affiliated technicians to service customers in all 50 states.

Management framed the transaction as a strategic partnership. CEO Jim Mostofi said the capital will bankroll initiatives to improve the customer and technician experience and expand the company’s reach. In the deal announcement, Mr. Hakim described the investment as a way to combine Rely’s operating platform with H.I.G.’s resources to sustain growth while preserving service standards.

From H.I.G.’s side, John Harroff, a managing director, highlighted the firm’s long‑standing familiarity with the business and pointed to Rely’s tech‑enabled model and dependable technician base as competitive advantages. Advisors to the transaction included Evercore on the financial side and Kirkland & Ellis as legal counsel to H.I.G.

Industry observers place the U.S. home‑warranty market in the low billions of dollars, supported by housing turnover, aging home systems and rising appetite among consumers for bundled protection. The sector remains fragmented — a dynamic that often attracts sponsor interest because consolidating regional operators can unlock scale benefits, improved pricing and technology‑driven efficiency.

For Rely, the capital infusion should fund product innovation, claims‑handling improvements and investment in data and automation that reduce service friction. For H.I.G., the transaction fits a pattern of backing consumer‑facing businesses with recurring revenue, where operational playbooks and distribution expansion can materially boost margins.