Our approach
A deliberate playbook, applied the same way every time.
We evaluate carefully, acquire with certainty, operate to a common standard, and hold without a clock. The method does not change with the market, and it does not change with the company.
The playbook
Four stages, in order.
Evaluate
We study a business before we approach it: the quality of its revenue, the durability of its margins, the strength of its customer relationships, and the fit with one of our seventeen sectors. We pass far more often than we proceed, and we tell founders quickly either way.
Acquire
When we proceed, we move with certainty. We buy whole companies, majority positions, and carve-outs alike, fund the purchase ourselves, and close on a timeline the seller can rely on. There is no syndicate to assemble and no financing contingency to clear.
Operate
The company's back office folds into our central shared-services organization, and its leaders keep building the product. Common standards apply from the first month, overhead falls, and the team is freed from work that never differentiated the business.
Hold
Then we hold. There is no exit clock and no plan to flip. We compound the business patiently, reinvest where it earns the right, and remain the owner for as long as the company keeps doing good work — which we intend to be indefinitely.
Shared services
One central organization behind every company.
On acquisition, the functions that every company needs but none competes on are absorbed into a single shared-services organization serving the whole portfolio. The standalone departments are retired; their work and their people roll into the central team.
Division-level metrics give way to corporate standards, reported across the portfolio rather than company by company. The effect is lower overhead, faster onboarding, and operating discipline from the first month.
| Function | Before — standalone | After — corporate standard |
|---|---|---|
| Human Resources | A small in-house team, variable practices, slow hiring. | Portfolio-wide talent function, consistent policy, faster time-to-hire. |
| Accounting | Outsourced or part-time finance, long monthly close. | Standardized close, shared controllership, cleaner reporting. |
| Marketing | Ad-hoc brand and demand work, thin coverage. | Central brand and demand-gen capacity available on call. |
| IT | Self-managed infrastructure, inconsistent tooling. | Common platforms, managed infrastructure, shared support. |
| Legal | Outside counsel engaged transaction by transaction. | In-house legal and compliance, standard contracting. |
| Procurement | Each company buying alone at list price. | Portfolio purchasing power and negotiated agreements. |
Management fee
Three tiers of shared services.
Each company pays a management fee for the services it consumes, set as a transparent percentage of revenue. Companies select the tier that fits their stage; tiers and figures shown are illustrative ranges, not exact prices.
Tier 01
Core
A modest percentage of revenue. The essentials every company needs to run cleanly.
- Accounting and financial close
- Core HR and payroll
- Baseline IT and security
- Standard legal templates
Tier 02
Plus
A higher percentage of revenue. Everything in Core, plus active marketing and procurement support.
- Everything in Core
- Brand and demand generation
- Portfolio procurement
- Expanded compliance support
Tier 03
Full
The highest tier as a percentage of revenue. The complete shared-services backbone end to end.
- Everything in Plus
- Dedicated finance and FP&A
- Managed IT and infrastructure
- In-house legal and M&A support
What we look for
The qualities that earn a long look.
These are the characteristics that move a company from a passing review to a serious conversation. If they describe your business, we would like to hear from you.
See the full criteria for founders- Sector fit. The company operates in one of our seventeen technology sectors.
- Honest economics. Profitable or near-profitable, with durable margins rather than subsidized growth.
- Recurring revenue. Contracted or recurring revenue from real customers who renew.
- Flexible ownership. Open to a whole-company sale, a majority position, or a carve-out.
- Operational readiness. Willing to fold the back office into shared services and operate to corporate standards.
- Clean diligence. A clear cap table and financials available for review.
For founders
Thinking about your next chapter?
We buy whole companies and carve-outs alike, close with certainty, and give your team a permanent home — no fund timeline, no flip.