An initial discussion
Tell us what the business does, where it operates, its approximate value and your objectives. We start by deciding whether there is enough common ground to explore further.
Our approach
Long-term thinking.
Everyday attention.
We want to build on capable people, dependable operations and good customer relationships. That starts with understanding the business properly.
01 / Ownership
Support the people.
Strengthen the business.
Good management needs room to lead, clear expectations and the right support. We look for teams who want to continue running the company and share our interest in its future.
Our operational focus starts with the essentials: understanding customers, keeping service dependable, managing cash carefully and making sure responsibilities are clear. Investment and improvement should respond to the needs of the company.
We take a long-term view without making blanket promises before understanding the business. The transition plan and priorities for ownership are agreed as the opportunity develops.
02 / A considered process
From introduction
to ownership.
Confidentiality and information
We agree appropriate confidentiality arrangements before reviewing detailed documents. Accounts, cash flow, customer relationships and management responsibilities help us understand how the business works.
Indicative terms
We discuss price, payment structure, funding and the intended handover. Any indicative proposal is subject to satisfactory due diligence, financing and final agreement.
Due diligence and documentation
Financial, legal and operational review tests the assumptions behind the proposal. We work with relevant advisers and aim to keep information requests clear and proportionate.
Completion and transition
Before completion, we agree responsibilities, communications and any support from the seller. The handover should give the continuing team clarity about what happens next.
Our values
A business is built
through relationships.
Trust does not transfer automatically with a share certificate. Time spent listening to the people closest to the company helps us understand what needs care, what can improve and what makes the business distinctive.
Start a conversation03 / Working together
Straightforward.
From the first conversation.
Discretion
We agree how information is shared, involve advisers as needed and plan wider communications together. Access to sensitive documents should be limited to those who need it.
Clarity
We explain what we need to assess, what remains conditional and which questions are still open. A useful conversation should leave both sides better informed.
Respect
Selling takes time alongside running the company. We aim to be considerate of that workload and open about whether an opportunity matches our remit.
Start a conversation
You’ve built something.
Let’s talk about its future.
A brief introduction is enough to begin. Tell us about the business, what matters to you and the next chapter you have in mind.