I4hi - Investors With An Entrepreneurial Approach

i4hi differentiates itself from other investors by being an entrepreneurial partner with its portfolio companies and their management teams. We intensively support the company in defining and achieving the financial and operational improvement objectives, typically through participation in the executive board or management team. Through this approach we provide new strategic and operational means of improving the business. This co-entrepreneurial approach is particularly suitable for carve-out situations (for example, a spin-off business unit from a large company), ownership or management succession, management buy-out/buy-in situations, or implementations of significant change programmes in order to achieve growth and/or bottom-line improvements. OUR FOCUS Sector: i4hi has a strong track record in manufacturing and technical businesses, such as in plastics, chemicals and lighting. Technical trading businesses are also included in i4hi’s scope. Company type: i4hi looks for companies that have distinctive products or processes, that boast a unique position within their sector/niche. Size: i4hi typically invests in companies with a turnover of more than €10 million per year, an EBITDA larger than €500k and 15 to 100 employees. Geographic scope: i4hi focuses on companies whose headquarters are based in the Netherlands, preferably with international business exposure and/or opportunities. Company situation: i4hi is not averse to complex situations. Part of its added value is to deal with complexities such as carve-outs, strategic repositioning and organisational restructuring. Investment size: Investment opportunities with enterprise valuations of up to €10 million and required equity stakes of up to €2 million are financed by the i4hi partners themselves. In the case of higher equity stake requirements, i4hi cooperates with equity partners within its network. Transaction: i4hi prefers majority stakes in its portfolio companies. In some cases, however, a minority stake is possible, for example as part of a two-staged succession approach, where the former ownership is phased out. In all situations, a clear mandate for the developed strategy is required.