Business quality
Useful products, credible demand and economics that can be understood.
GREENDEAL INVESTMENTS
Strategic advisory and investment
Strategic advisory and investment
Direct investments
Partnership begins with alignment.
Principal capital focused on durable economics, responsible governance and structures that remain workable after closing.
Direct investmentsFrom first review
From first review
to responsible ownership.
Business qualityLeadership alignmentFinancial resilienceOwnership fit
Investment lens
Understand the company behind the opportunity.
A direct mandate is considered through the quality of its market position, leadership, cash generation, capital intensity and governance. The analysis identifies what must remain true for the investment case to hold and what evidence would require it to change.
Leadership alignment
Clear incentives, candid communication and accountable decisions.
Financial resilience
A capital structure able to withstand plausible operating pressure.
Ownership fit
A role for GREENDEAL INVESTMENTS that is clear to every party before commitment.
Investment parameters
Know when there is a genuine fit.
The parameters below guide the first review of an opportunity. They are intentionally selective while preserving the flexibility expected of a long-term advisory company.
Company profile
Established, cash-generative businesses or proven growth companies with a credible path to profitability.
Initial equity
Typically CHF 5–30 million, with capacity for follow-on capital where the ownership case remains compelling.
Ownership position
Significant minority through control, with information, governance and decision rights matched to the capital at risk.
Geographic scope
Switzerland and Western Europe as core markets, with selective international opportunities supported by local expertise.
Advisory horizon
Normally seven years or longer, without a forced exit when continued ownership remains the better decision.
Investment boundaries
No mandate without clear legality, reputation, governance, financing resilience and an accountable ownership role.
Corporate development
From opportunity to ownership structure.
GREENDEAL INVESTMENTS can evaluate and structure opportunities across company lifecycles, from growth-stage minority positions to strategic acquisitions. The form of capital follows the economics, governance needs and role the company is prepared to play.
Growth & venture capital
Selected minority positions in companies with credible expansion potential and capable leadership.
Acquisitions
Direct acquisitions and strategic stakes where ownership can support durable development.
Strategic partnerships
Joint ventures and aligned investment structures built around complementary capabilities.
Co-investment
Selective mandate alongside trusted capital partners when responsibilities and governance are clear.
Partnership
Capital with an owner’s horizon.
GREENDEAL INVESTMENTS approaches each mandate as an engaged shareholder: prepared to ask useful questions, support sound governance and evaluate decisions beyond the next reporting cycle.
Portfolio company governance
Ownership continues after completion.
The advisory role extends from transaction to stewardship. Governance design, strategic priorities, leadership questions and capital decisions are considered together, with the level of involvement adapted to each mandate.
Governance design
Clear decision rights, board information and accountability appropriate to the ownership position.
Performance agenda
A focused view of the commercial and operating priorities that carry long-term value.
Leadership & succession
Attention to organisational capability, key-person resilience and leadership continuity.
Capital allocation
Disciplined choices between reinvestment, resilience, acquisitions and distributions.
Selectivity
The ability to decline is part of the strategy.
A patient balance sheet is most valuable when it is not forced to act. Opportunity flow, transaction momentum and market enthusiasm do not replace a clear strategic thesis.
“Conviction begins when the structure, the people and the economics tell the same story.”