For owners with growth plans
Finding the right growth partner
For profitable companies that want to scale or go international: we look for the partner who carries the next step, bringing market access, capacity and experience with add-ons rather than money alone. Minority or majority, without giving up operational control unnecessarily.
EBITDA
1–10 Mio. Euro
Enterprise value
5–200 Mio. Euro
Offices
Zug, München, Wien
Starting point
Typical situations
Three constellations owners usually come to us with.
New markets
Profitable companies that want to grow internationally and are looking for a partner who already knows the target markets and their routes to market.
Capacity and add-ons
Owners who want to open sites, use near-shoring or acquire competitors without overstretching their own balance sheet.
Preparing for a partner
Companies that need to be put in order before any approach, so that the conversations happen on equal footing.
Scope
What we do
Four steps that build on each other. You take the decisions, we do the work.
- 01
Growth plan and partner profile
What is the next step meant to deliver: new countries, more production or development capacity, acquisitions? That determines which partner fits and what they need to bring beyond money. We settle that question before any approach.
- 02
Preparing the documents
Figures, plan and growth thesis are prepared so that a partner can test the assumptions instead of stalling on missing numbers.
- 03
Partner search and process
We approach the right addresses, not as many as possible, and run the process so that you hold several options at the same time rather than one.
- 04
Negotiation and closing
Indicative valuation, shareholders' agreement, governance and exit provisions. What is settled here determines your room for manoeuvre for years.
Control is a matter of negotiation, not of percentages
Money is the easy part. What matters is what else a partner brings: customers in a market you do not yet serve, a near-shoring set-up you can build capacity through, or the experience of integrating acquisitions. That is what we select on, not the highest indicative valuation.
Whether you can still decide after the transaction depends less on the percentage than on the shareholders' agreement: reserved matters, appointments to the board, rules for a later exit. Negotiating only about the price gives away substance precisely here.
For IT, software and tech companies there is a further point: investors look at different metrics, recurring revenue, net revenue retention, customer concentration. We prepare those figures so that they are evidenced rather than asserted.
The four phases of a process are set out in the process overview, completed transactions under mandates.
Questions
Frequently asked
That depends on what the growth step requires and on the role you want afterwards. Both routes are viable, they simply lead to different groups of partners.
We prepare the documents. What we need from you is time for management meetings and for the decisions on substance.
Often, yes. Then it is a partial sale: you realise part of the value, bring in a partner with market access or capacity, and stay invested as an entrepreneur. Capital in those cases is the by-product, not the reason.
Contact
Let us get to know each other
A first conversation, in person or remote, with no obligation. We will tell you plainly whether and how we can help.