We buy to keep.
If you sell your business to us, we are not the next stop on the way to another sale. We acquire owner-managed service firms across Europe and aim to own them for decades.
Succession is a structural challenge.
Across Europe, more owners are preparing to step back than there are buyers equipped to take over an owner-managed firm and run it for the long term.
in SME business value is changing hands across Europe this decade (McKinsey, 2024).
of European SME owners have no formal succession plan in place (EIF SME Report, 2024).
German businesses alone will seek a successor by 2028 — the largest single-country wave in Europe (IfM Bonn, 2025).
Permanence changes everything.
When you hold forever, you care about the long-term health of the business — not just the next 18 months of numbers.
Most acquisition vehicles are built around exit. Returns are calculated from a sale, strategy is optimised for a holding period, incentives run in one direction.
Permanence flips those incentives. With no exit pressure, every operating decision can be the right one for the business rather than the right one for the transaction — which is also why entrepreneurs who do not want their company flipped choose us over the highest bidder.
Selling once means choosing carefully.
We'd rather meet five years before a transaction than five months. Reach out whenever the question of what comes next starts to take shape — there is no wrong moment.
Acquire. Develop. Hold.
Three moves, applied to every business we acquire.
- 01
Acquire
We source owner-managed service firms off-market — focused on recurring revenue, professional expertise, and a clear operational opportunity.
- 02
Develop
We work with management to remove friction and add group scale in procurement, insurance, and services — we don't change what a business does.
- 03
Hold
Our governance is built so no investor pressure can force a sale. Businesses keep growing as part of an expanding platform.
What happens immediately after close.
The first hundred days are about listening, stabilising, and signalling continuity — not restructuring.
We meet every team lead. No agenda beyond understanding the business as it actually runs.
We take the time to understand how the business runs today — systems, hand-offs, friction points — before considering any change.
We agree the next 12 months with management. No imposed playbook. The plan reflects what the business is ready for.
Discipline by exclusion.
Permanence means saying no to actions other buyers consider standard. A few things we will not do.
- 01No debt-loading
We do not transfer transaction debt onto the company's balance sheet. The business inherits an owner, not a mortgage.
- 02No synthetic roll-up
We do not consolidate acquired firms under a single platform brand to dress them up for resale. Integration only ever happens where it removes operational friction.
- 03No five-year exit plan
We do not run a clock. The path to ownership change is governance — not a fund timetable.