Private Equity

The market for private equity (PE) firm has become competitive: attractive investment opportunities are in short supply, competition for deals is fierce and fundraising remains crowded and competitive. We work with a focus areas of business in the Digital Space and in the area of new technology with tailored strategies for continued excellence.

Our Private Equity space will target investment areas and develop angle of attack in the industries with revenue model relying on digital platform or . The participation is in the form with various types of Equity, Mezzanine capital, and Debts structure. We have launched two funds:

AFRICA SME Fintech

This research services is mainly Africa specific and will focus on Fintech Firms in the space of Mobile money, Payment Integrator, Education, Hospital, Supply Chain Management, Mobile Towers, Agribusiness, Transport, Digital Security,  Ecommerce Player in retail, etc

 

DIGITIAN Emerging Markets –

The research  will be the most prominent institutional investors, including Development financial institutions, pension funds, endowments and family investment offices.

We maintain a network of experienced professional in the emerging markets we operate to identify suitable proposals. Our aggregate experience is quite extensive in the major regions of the Africa, Middle East and India across all major sectors–from consumer products and financial services to technology and industrial goods.

  • We follow a tight ring around the investment areas where the vast majority of the deals, leading to more efficient deal sourcing and sharpened due diligence. We identify our “sweet spot” either on the industry sector or deal size depending upon the particular country market whether to focus primarily on growth opportunities, turnarounds or cyclical plays.
  • The angle of attack is grounded in a deep understanding of what it takes to succeed in the sweet spot and must be consistent with the core expertise of the Fund Management Team.
  • Deal generation

We follow a strict deal discipline that guides our decision about when it makes sense to proceed with an investment and when it’s best to walk away. We depend upon our analytical rigor through due diligence process , independence and our risk assessment.

  • PORTFOLIO VALUE CREATION

 

We do two specific activities for portfolio value creation  –  Exit Planning and   Post Close Activity. 

We understand that often, the difference between a deal that generates exceptional returns and one that disappoints depends on the forethought, positioning and execution that go into developing a strong exit strategy. Our experience shows  the most successful exits occur when exit planning is done early.

We try to achieve maximum returns from the exits through a four-step process:

  • Positioning for performance, by identifying the most attractive growth opportunities and putting the company on a path to achieve them.
  • Evaluating the optimal exit approach, whether it is an initial public offering, a merger with a strategic acquirer, a sale to new private equity owners or a management-led leveraged buyout. We assess the industry trends, business cycle timing and equity market conditions pertinent to the firm.
  • Preparing the selling documents, to facilitate due diligence by prospective buyers or support the competitive and financial analysis required in a prospectus for a public or private listing.
  • Pre-qualifying buyers and customizing the sales approach, which identifies potential acquirers and, through a “reverse due diligence” process, anticipates their needs, concerns and capabilities and how best to address them.
  • Post Close Activity

We assist in post-close activity in three time-tested ways:

  • Blueprint:Create a value creation plan that defines the full potential of the business and creates a program to capture it—complete with specific initiatives, detailed action plans, assignment of accountability for results and a dashboard of metrics to track operational and financial performance;
  • Focused initiatives:Identify highest priorities first, such as new product introductions, sales force productivity and integration of add-on acquisitions; and
  • Management workshops:Provide a structured, interactive forum for sponsors and managers to develop a value-creation plan.

 

Benchmark:

 

The mean return of all investments for a private Equity is 1.8 times invested capital. We have benchmarked at 2 times the invested capital.