Investment strategy 02

Private Equity

Partnership capital across the company lifecycle.

We consider private equity investments from growth-stage businesses with established commercial evidence through control buyouts, mature companies and sponsor-led transactions.

Growth to mature companies
Minority and control
Platform and add-on M&A

Investment perspective

How we assess the opportunity.

Our private equity perspective combines company-level underwriting with an ownership plan. We assess market position, unit economics, management quality, cash conversion, capital structure and the practical initiatives that can strengthen the business during the investment period.

Structures may include minority growth equity, significant minority positions, control acquisitions, management buyouts, platform investments, add-on acquisitions and co-investments alongside established sponsors.

A typical private investment plan may be framed around four to six years, but actual duration depends on company development, market conditions and the availability of a suitable realisation route. No holding period or exit outcome is assured.

Capabilities

A detailed investment toolkit.

Growth equity

Primary capital for established growth companies financing expansion, product development, market entry or acquisitions.

Minority investments

Partnership structures that preserve founder or family control while introducing capital, governance and strategic support.

Control buyouts

Majority ownership of established businesses supported by detailed operational, financing and leadership plans.

Platform and add-on acquisitions

Buy-side origination, valuation, diligence and integration planning to build scale through disciplined M&A.

Sponsor partnerships

Co-investments, continuation transactions and other opportunities alongside aligned private equity sponsors.

Exit and realisation

Sell-side preparation for strategic sales, sponsor-to-sponsor transactions, recapitalisations or public-market pathways.

Underwriting priorities

Questions before capital is committed.

Addressable market and competitive position

Revenue quality and customer concentration

Margins, cash conversion and capital needs

Management depth and governance

Entry valuation and leverage capacity

Multiple credible exit alternatives

Portfolio considerations

Potential portfolio role

Long-term capital appreciation through business growth, operational development, strategic repositioning and selective M&A.

Liquidity

Illiquid. Investments generally require a multi-year horizon and depend on a future sale, recapitalisation or listing for realisation.

Principal risks

Business underperformance, leverage, valuation compression, management execution, acquisition integration, concentration and delayed or unavailable exits.

Related strategies

Alternative Investments

Selective private-market and real-asset exposure across differentiated sources of risk and return.

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Private Credit and Structured Investments

Flexible senior, junior, asset-backed and hybrid capital designed around cash flows and collateral.

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Special Situations

Capital for dislocation, complexity, transition and time-sensitive corporate or asset-level needs.

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Discuss how this strategy may fit a broader investment mandate.

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For informational purposes only. This material does not constitute an offer, solicitation, recommendation or commitment to provide investment services or capital. Availability, vehicle structure and investor eligibility vary by mandate and jurisdiction. Investments involve risk, including possible loss of capital. Private investments may be illiquid and valuation may be uncertain. Past performance is not a reliable indicator of future results.