Time
Weeks inside the business, not calls about it. This is the scarcest thing we have and the one we commit first.
How we work
How we work.
No template, no standard term sheet. But the method is consistent, and the sequence is always the same — it starts with a conversation rather than a document.
The method
Five rules we don’t bend.
They are unremarkable written down. They are rare in practice, and they are the reason the work moves.
We take a perimeter and own it
Not advice on everything, responsibility for something. We agree on a defined part of the business — sourcing, commercial structure, distribution, field execution — and that part becomes ours to answer for. You keep running the rest.
We start with the commercial constraint
Most stalls are commercial before they are anything else: the wrong buyer, a price built backwards, a market nobody has actually walked. We look there first, and we reorganise the org chart last, if at all.
We work with the people already doing the work
Your team knows things a newcomer cannot read in a deck. We build alongside them rather than around them — and when we are wrong, they are usually the ones who told us first.
We measure in reorders, not meetings
A pipeline full of interest and empty of repeat business is a pipeline that has not started yet, and we treat it that way. Interest is not a forecast.
No reporting theatre
No monthly deck written to look busy, no steering committee that decides nothing. What we owe you is the work and a straight account of how it is going, in whatever form is fastest.
The sequence
Five steps, and you can stop at any of them.
The conversation
You tell us what you're building and what's missing. We tell you straight whether it's something we've done before. Most conversations end here, and that is a good outcome for both sides.
The look
We spend real time inside the business — customers, margins, pipeline, operations. Not a due diligence exercise, a working week. We come back with what we'd actually change.
The terms
We agree on what we bring, over what period, and what share it corresponds to. Written plainly, in one document, without a lawyer for the first draft.
The work
We take the perimeter we agreed and own it. You keep running your business, we run the part we said we would run.
The long run
There's no exit date in our documents. If we ever leave, it's because you asked or because the work is done — not because a fund reached year seven.
What we bring
Four things, in rough order of usefulness.
Network
Buyers, manufacturers, distributors, sales agents across Europe. Introductions that arrive with a recommendation attached, not a cold forward.
Know-how
Sourcing, pricing, compliance, retail listing, field sales, launching a brand in a market that doesn't know it yet.
Capital
When money is genuinely the missing piece — not as a substitute for the other three.
Why the order matters
Most partners start with capital because it’s the easiest thing to give and the easiest to measure. It’s also the one that changes the least. We start with the work, and we bring money to the part of the plan that actually needs it.