We prepare European SMEs for transfer. We produce financials a buyer accepts without rebuilding them, and bring a named buyer to the table. No listing. No public market for your company's name.
A normalised P&L and an EBITDA bridge in which every adjustment traces back to the underlying transactions. Both sides work from it.
ReplacesThree to five weeks of analyst reconstruction โ done once by your adviser, then again by the buyer's, and the argument that follows.
A map of which customer relationships, supplier terms and decisions sit with the owner personally โ and a transfer plan that assigns each one to a person, a document or a system.
ReplacesThe discovery a buyer makes in diligence, when it becomes a reason to cut the price rather than a task to complete.
A ranked list of what will break the transaction โ each item with its remedy and how long the remedy takes. Run twelve months before a buyer sees the company.
ReplacesNothing. At this deal size it is usually not done at all โ which is precisely why these transactions collapse late.
A shortlist of 20 to 40 named buyers across Europe for whom your company is strategic โ each with the reason, each approved by you before contact.
ReplacesA personal network of a few dozen contacts, or a public listing that tells the whole market the company is for sale.
A sale takes the same effort at โฌ1 million as at โฌ30 million. At โฌ30 million the fee pays for it. At โฌ1 million it does not โ so advisory moves up-market.
A listing portal solves visibility. Employees start looking, customers open second suppliers, competitors use it in tenders. We work in the opposite direction.
Pricing and key relationships live in one person's head. We write them down and transfer them โ before a buyer prices them in.
The gap between filed accounts and real earnings is the biggest item in the valuation. We evidence it, line by line.
Valuation built on comparable transactions in your sector and size โ a case you can defend, not a multiple from the internet.
Clauses, guarantees and licences screened in preparation โ when there is still time to fix them, not in month four.
The data room is complete and verified before the process opens, not assembled mid-negotiation.
The right buyer for a โฌ2 million company is rarely in your country. Finding them is a data problem, not a networking one.
The same rigour as an eight-figure process, at a tenth of the cost base. That row is the whole business โ everything else exists to make it true.
The company's name is never published. A buyer first receives an anonymous profile โ sector, size, region, customer type. Nothing that identifies you.
Nothing further moves without a signed NDA, and even then information opens in stages, in step with how serious the discussion has become. You approve the list of who is contacted โ if a name should not be on it, it is not on it. Your employees hear it from you, not from the market.
Revenue roughly โฌ0.5โ20 million, profitable for at least three consecutive years, with employees and recurring customers. The owner is considering an exit within one to five years โ a decision is not required, only the thought.
Sectors: manufacturing, wholesale, technical services, specialised trades, B2B services, transport and logistics.
A company whose entire value is the owner personally, or a licence held in their name. A loss-making business that needs rescuing โ that is a different discipline with different people. And an owner who wants to be sold within three months: preparation is what raises the price, and preparation takes longer than that.
Preparation typically runs 6 to 18 months โ separating the company from the person, rebuilding the numbers, fixing what would have stopped a buyer. Verification and valuation follow, then the sale itself. Each phase ends with something you can verify.
A listing solves visibility, and visibility is the largest risk in a sale: employees start looking, the largest customer opens a second supplier, a competitor uses it in the next tender. The companies worth buying never appear on public exchanges โ and the ones that do are, for the most part, the ones nobody wanted.
Origination is concentrated in Central Europe. Buyers are approached across Europe, and beyond it where the strategic logic points there.
No. Pricing, structure and negotiation stay with people. What the systems replace is the several hundred hours of analyst work that make a small transaction impossible to run properly at a fee the seller can pay. And each transaction makes the next one cheaper and more accurate โ the library of accepted adjustments, clauses that have actually broken deals, and observed buyer behaviour accumulate on our side and nowhere else.
Companies that are verified before you look at them. Diligence in the โฌ1โ10 million range costs almost what it costs on a deal ten times larger, and returns a tenth as much. We do that work once, up front, and only open a process when it is finished.
Tell us your sector, size, geography, ticket, and what you will not consider. You hear from us when something fits โ not before, and never as part of a mailing list.
Register as a buyer"Closing a company is not a decision. It is what happens when nothing is done in time."
We go through what the company looks like today, what could be done with it, and whether it makes sense at all. If we cannot help, we say so in the first meeting. We do not discuss that conversation with anyone.
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