Your work stands
We don't buy to resell. The plan is to keep the company, keep its name and grow it from where you left it.
Owners
A life's work deserves a careful handover
We know what stands behind a family business: years of work, clients who trust you and a team counting on this being done well. So we listen before we propose, take our time and treat every conversation as strictly confidential.
Why us
What we offer, beyond the price
The team stays
We buy businesses that work, with the people who make them work. We professionalize processes; we don't dismantle teams.
A process on your terms
Confidential conversations with no imposed deadlines, with you and, if you prefer, with your trusted advisor. Every step is agreed before it is taken.
You won't be left alone
One hundred days working inside the business at your side, and three years of accompaniment to hand over clients, suppliers and know-how calmly.
What we look for
We know what kind of company we can take good care of
We are selective, and we prefer to say so upfront: it is our way of respecting your time. These are the six traits we look for in a company.
Sustained profitability
EBITDA margin above 15%, held across several years, including the hard ones. The track record matters more to us than one exceptional year.
A clean balance sheet
No financial debt. We provide the acquisition financing: your balance sheet arrives clean, and is valued accordingly.
Light maintenance investment
Businesses where profit isn't eaten by constant reinvestment, and the cash generated is genuinely available to the company.
EBITDA that turns into cash
Stable working capital and reasonable collection. That is what allows the deal to be financed prudently, without straining the business.
A business that can be understood
Stable activities that can be explained in an afternoon. That simplicity, which others call boring, is a virtue to us: it is what makes a business last.
A pending handover
Companies that are sold because there is no one to leave them to, not because they are declining. Understanding your reasons is always our first conversation.
Spanish family companies with €0.5-3M of normalized EBITDA, a clean balance sheet and owners considering the handover.
Where we're not the right buyer
Being frank about what we don't do is also a way of respecting your time
Companies in distress
A turnaround calls for a specialist, and we are not one. Our trade is giving continuity to businesses that work.
Early-stage projects
Without several years of accounts we cannot value rigorously or offer a fair price. Other investors are better suited to that stage.
Activities in deep technological change
If a large part of the business could change within a few years, we cannot commit to a price that is fair to both sides.
Highly cyclical or capital-intensive sectors
Their cash depends on the point in the cycle, and we prefer not to promise results that don't depend on management.
Price and payment
Let's talk about money with the same clarity
We would rather you know from the first conversation how the price is formed and how it is paid. No surprises when we reach the table.
How the price is formed
We start from normalized EBITDA: the operating profit of your recent years, adjusted to reflect what the business truly earns, without one-offs or costs that will disappear with the sale. On that base we apply a multiple of four times, and the price is agreed with you in pre-negotiation, before either side takes on significant costs.
How it is paid
Most of the price is paid on the day of signing. Around 25% is deferred for about three years, tied to your staying on and to the usual guarantees about the company's situation before the sale. It is standard practice in this kind of deal, and it is set down in writing from the LOI, the letter of intent.
The process
From the first call to closing, step by step
Unhurried and clear. Price and structure are agreed before either side takes on significant costs, so that nobody moves forward without knowing where they are going.
- First conversations We talk with you and, if you have one, also with your advisor, always in strict confidence. We want to understand the business and, above all, your reasons. You don't need to prepare anything.
- Confidentiality agreement When you decide, you give us access to the accounts of recent years. We normalize EBITDA and take a first look at the balance sheet.
- Pre-negotiation Together we agree the price range, the payment structure and your three-year stay. All of this before either side spends money.
- Signing the LOI The LOI, or Letter of Intent: price, calendar and exclusivity in writing, so that both sides work with the same security.
- Due Diligence Financial, tax, labor and legal: our team carries out a preliminary Due Diligence which is then reviewed by an independent external advisor. With what we learn we write, together with you, the plan for the first hundred days, before signing.
- Financing Bank debt, the deferred part of the price and the investors' equity, with the deal already documented and the price closed.
- Closing and taking control Signature, board in place and the hundred-day plan under way.
The day after
You don't disappear on signing day
You stay for three years, and that stay is agreed before closing, not after. It is what allows your clients, suppliers and know-how to be handed over calmly to those who come next.
100
days working inside the business, at your side, before changing anything in management. Only once we know the company well is it decided who runs it, and it is decided with you.
Taking control
Board in place, signing authority, opening balance and weekly cash control. One-to-one conversations with every member of the management team.
Inside the business
We work inside the company, at your side: clients, suppliers, processes and people. The plan we wrote together during due diligence is put into action.
Who runs it next
We do not bring in an outside general manager by default. We identify talent inside the company to promote, or we bring in a strong second-line manager to take command when the three years of the deferred price end. And if the management already there, the family or their own team, wants to and can carry on, that option is just as valid.
Growth
Organic growth with the company now professionalized. If a complementary acquisition in the same sector comes up we look at it, but the plan does not depend on it.
What changes and what doesn't
Professionalize, don't dismantle
A written plan. Three to five concrete levers, drafted during due diligence and agreed with you. A written plan protects both sides: everyone knows what will be done and why.
A board and real numbers. Monthly management reporting, cash control and a budget. Core functions stop resting on one person and start resting on a process.
Modernization with judgment. Systems, digitization and data to decide with. We modernize what holds the business back and respect what already works, which is usually a lot.
We don't buy to resell. The plan is to keep the company and take care of it.
Next step
A quiet call, no documents and no commitment
Tell us your situation and we will tell you frankly whether we are the right buyer. And if we are not, we will try to point you to someone who may be.
Contact us