The whole programme
Thesis, sourcing, structure, funding, integration, and exit preparation, carried by one firm across the whole cycle, not a new cast of advisors per deal.
Consolidation
Platform building for owners
and principals who intend to be
the buyer, not the bought.
Acquire and integrate fragmented competitors under one entity.
Sourced, structured, funded, and executed by one firm, across
jurisdictions. By introduction. In confidence.
A company earning two million of
profit sells for one multiple.
The same profit inside a company earning ten sells for a materially higher one, and consolidation is the discipline of becoming the second.
We map the market, set the thesis, source the targets, structure
and fund each acquisition, and hold the integration discipline that earns the higher multiple. One firm from the first approach to the eventual exit.
The mandate suits operators whose business can anchor a
platform, and principals and family offices backing an operator into
a market they know. It works where competitors are many, founder-owned, and quietly ready to sell to the right buyer.
The platform begins several ways.
From a business you already own
Your company becomes the platform. The first acquisition is the hardest; the playbook it produces makes the rest routine.
From a first acquisition
No platform yet. We help you buy the anchor, then build around it, with the thesis written before the first cheque.
Backing an operator
A principal or family office funds a proven operator to consolidate the market they know better than anyone selling research on it.
Retiring competitors
Founder-owned rivals whose owners are ready, approached quietly before they ever reach a broker. The best acquisitions
never go to market.
The programme
A pipeline of add-ons run as a repeating
cycle of sourcing, diligence, and integration,
rather than one-off deals that each
start from zero.
The programme.
Six phases, run as a cycle.
The first acquisition moves like any purchase, four to eight months; the ones that follow move faster, because the playbook already exists.
I
Screening
The conversation first, under NDA if you prefer. The market, the business or the ambition, the capital behind it,
and whether we are the right firm. If we are not, we say so.
II
The thesis
The market mapped: who owns what, who is ready, and what the combined entity would be worth. The platform
criteria and the integration model written down before the first approach.
III
Sourcing
Targets approached directly, one by one, off-market wherever possible. A founder answers a discreet call from a
firm; they ignore a broadcast. The name follows a signed NDA, in both directions.
IV
Structure & funding
Each acquisition structured to the seller and the platform: cash, vendor terms, earn-outs, rollover equity where it
serves. The funding arranged alongside. Sellers who roll equity become believers, not vendors.
V
Execute & integrate
Deals closed and integration run to the playbook: one brand or many, one back office always. The savings and
the cross-selling captured on a timetable, not a hope.
VI
The platform, prepared
Exit-ready from acquisition one: clean structure, consolidated reporting, governance a buyer can diligence.
Whether you sell in year five or never, the platform is built as if you will.
The platforms that fail buy well and integrate badly. One back office, one reporting line, one management rhythm. We
hold that discipline when the deal flow gets exciting, because that is exactly when it slips.
The shape of it.
One entity above, acquisitions beneath, an exit designed in from the start.
The eventual buyer
The platform
The anchor
your business
Add-on 02
retiring founder
Add-on 04
cross-border
Add-on 01
off-market
Add-on 03
vendor rollover
One spine: back office, reporting, governance.
The add-ons keep their customers; they share everything else.
The structure is the strategy. Each acquisition keeps what made it worth buying and sheds what made it small: its own finance function, its own systems, its own ceiling.
Why Builders Engage Us
Off-market sourcing
Founder-owned targets approached quietly, one by one, before they reach a broker. The best acquisitions are the ones nobody else got to bid on.
The funding, arranged
Debt, equity, vendor terms, and the firm's
own investor network, structured around the pipeline rather than raised deal by deal in a panic.
Integration discipline
The playbook written before the first close and enforced after every one. The multiple is earned in integration, and we do not let it
slip.
Built for the exit
Structure, reporting, and governance kept exit-ready from acquisition one, so the eventual sale is a decision, not a two-year clean-up.
Senior on the mandate
The people you meet are the people who run the programme. Nothing is handed down.
The arithmetic.
Why the platform is worth more than its pieces.
An illustration: five businesses at two million of profit each, bought at founder-scale prices. Every number is an assumption; the thesis phase runs yours.
Five businesses, separately
One platform
Profit
Five businesses, separately
US$10m across five owners
One platform
US$11.5m after one back office replaces five
The multiple
Five businesses, separately
4x, the price of small
One platform
7x, the price of scale, governance, and a buyer's confidence
The value
Five businesses, separately
US$40m, what they cost to buy
One platform
US$80.5m, what they are worth together
Created
Five businesses, separately
Nothing. Five ceilings
One platform
US$40m of value, before a dollar of growth
Illustrative and gross of tax, fees, debt, and costs. Entry pricing, the savings, and the exit multiple are settled with real numbers in the thesis phase, on
paper, before the first approach is made.
The pattern repeats across: business services / healthcare services / logistics / facilities management / insurance distribution / accounting & professional practices / specialist manufacturing / consumer services
What we act on.
The firm acts on consolidation programmes anchored by a profitable operating business, or
by a first acquisition with one in sight, in markets that are genuinely fragmented
Many founder-owned competitors, no dominant player, and owners approaching the question of what comes next.
Where the firm arranges the funding, that is agreed and
documented as part of the mandate. Terms are set out plainly in the Engagement Agreement before any work begins.
Asked before most mandates.
How is this different from just buying companies?
A collection is not a platform. The difference is a written thesis, a repeatable playbook, and integration that actually happens. Buying is the easy half; the multiple is earned in what happens after each close.
Do we need our own capital?
Some, almost always, and the structures stretch it further than owners expect: vendor terms, earn-outs, rollover equity, and debt against the combined cash flows. The thesis phase shows exactly how far yours goes.
Where do the targets come from?
From the map, not the market. We identify every competitor worth owning, then approach the right ones directly and quietly. Many of the best acquisitions belong to owners who were ready to sell but never intended to run a process.
What do the sellers get?
A fair price, terms built around their situation, and often a stake in the platform they are joining. The founder who rolls equity gets a second payout at the platform's exit, usually at the higher multiple.
How long until the platform is worth selling?
Programmes typically run three to five years to reach the scale where the multiple moves. But the platform is kept exit-ready from acquisition one, so the timing stays a choice.
What does it cost?
The commercial terms are set out plainly in the Engagement Agreement before any work begins, structured around the programme rather than a single transaction. There are no surprises in our paperwork. You should expect none in your sellers'.
No public references.
The firm does not name clients, counterparties, or terms.
Not in marketing, not in conversation, not after the fact. The
builders best placed to vouch for the work are the reason we will not ask them to. If discretion matters while you are buying your competitors, it should matter to the firm that approaches them.
Adjacent to this mandate.
The market will consolidate
around someone.
Every mandate begins with a conversation. Outline the market and the ambition in confidence. If we are the right firm for it, we will say how we would run the programme. If we are not, we will say that too. Request an Introduction, in confidence. No obligation. An NDA
is available before any detail is shared.