Acquisition criteria

We buy businesses that already work.

Our preference is for established, offline and real-world companies with proven demand. We are interested in businesses that can be understood, improved and owned for the long term.

Strong fit

These characteristics tend to make a business interesting to us.

Established trading history

A business with a meaningful operating history rather than a new venture.

Repeat or recurring demand

Customers return because the underlying need is real.

Understandable cash generation

Revenue and margins can be explained without financial gymnastics.

Operational depth

There are people, processes, suppliers and customers beyond the owner alone.

Tangible local or regional value

Services, manufacturing, distribution, maintenance, healthcare, trades and similar sectors can fit.

Room for improvement

There is a credible path to better sales, systems, pricing, capacity or professionalisation.

Usually not for us

Being selective is important. A clear “no” saves everyone time.

Pre-revenue concepts

We are buying operating businesses, not funding ideas.

Purely speculative assets

We want an underlying company with customers and economics.

Crypto or token businesses

This is outside our current acquisition focus.

Businesses dependent on one fragile relationship

Concentration risk can make an otherwise good company unsuitable.

Situations requiring a rushed decision

We prefer to understand a business properly before discussing a transaction.

Businesses with unclear records

Basic financial and operational transparency is necessary for serious diligence.

The best acquisition can look boring on paper.

That is often the point. A dependable customer base, experienced staff and an essential service can create a stronger foundation than a fashionable business with uncertain economics.

Local services

Maintenance, trades, facilities, specialist services and other businesses where reputation and repeat demand matter.

Manufacturing & distribution

Established operators with equipment, customers, supplier relationships and room to improve throughput or sales.

Family businesses

Companies where an owner is thinking about succession and wants the enterprise treated as an operating business, not a listing.

Own a business?

Tell us what you have built.

You do not need to prepare a polished sales deck. A clear first conversation is enough to decide whether there is a reason to continue.

Start here