Over the past decade we have built our expertise and network in the food and foodservice sector. That’s where we are at home — from ingredients and producers to consumer brands, retail and foodservice. Our investment focus now turns to acquiring established, profitable businesses that are ready for their next phase.
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Producers, processors and private label suppliers with a proven position in the chain. Companies with established customers, stable margins and solid operational capabilities.
Brands and retailers with a loyal customer base and a strong proposition — that have not yet fully made the move towards further scaling or digitalisation.
B2B businesses serving restaurants, caterers or food manufacturers. Often with long-standing client relationships and high switching barriers.
Brands at the intersection of food, health and lifestyle — with proven market relevance and room for further brand development or internationalisation.
We acquire the business fully or partially. It continues to operate under its own name and identity. One of our team joins as director or in another key role. The focus is on digitalisation, professionalisation and commercial acceleration.
In some cases we add a company to an existing portfolio business. The company becomes part of a larger whole — with the scale benefits, network and operational strength that come with it. Both companies become stronger.
Succession is often at the heart of the transaction. The founder has been the driving force — but there is no natural next owner. We take on that role, with an eye for the culture and the people who made the business great.
Everything starts with an open conversation. No NDA, no formal pitch. We want to understand the business: what have you built, what is your situation, and what would a good outcome look like for you? You can request this conversation at any time — without obligation and in full confidence.
If there is a connection, we look deeper into the business together. We examine the financials, operations, team and market position. Not a bureaucratic due diligence process, but a practical exploration. We are open about what we see — the good and the less good.
No standard term sheet. We work out a proposal that fits the situation: standalone, buy-and-build or succession support. Price matters, but it is not the only thing. We also consider what happens to the business, the team and the name.
After agreement, we ensure a careful transition. If one of our team takes on a management role, this happens in close collaboration with the departing entrepreneur. We never walk away when things get difficult.
From day one we work on the first improvements: digitalisation, commercial acceleration, process optimisation. Not everything at once — but with a clear plan and measurable goals.
