We are a long-term owner. No fund timetable, one accountable decision-maker, and a bias toward continuity (teams, customers, suppliers).

Intro call → NDA → focused diligence → terms → documentation/close. Timing depends on complexity and information availability; we keep the process lean and communicate clearly each week.

Not as a default. We underwrite the business as an operating company and aim to improve it, not strip it.

Our default is continuity. Changes, if any, are targeted (capability additions, not wholesale disruption).

Typically no — continuity is usually better for customers and employees.

We triangulate value from cash generation, reinvestment needs, downside resilience, and market context. If there’s a gap to seller expectations, we prefer structures that keep downside protected and pay more only if performance materialises.

Clear diligence, clear documentation, and transparent communication. We expect clean disclosure and we try to keep legal complexity proportionate to deal size.

Potentially — our default is control to ensure alignment, but we can discuss minority/retained stakes where it makes sense.