Industrial Renaissance
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IR Private Equity
Investment Criteria
Investment Strategy
Capital Deployment
Investment Strategies
Buy-Build Strategies
CEO-Backed Strategies
Special Situations and Restructurings
IR Management
Operating Strategies
Business Disciplines
Business Operational Improvements
 
Investment Criteria

Industrial Renaissance is an ideal choice for business owners considering selling their business as part of their estate planning and public companies considering divestitures of subsidiaries and divisions.

Universal Criteria
  • To consider a company as an investment candidate, our investment principals, operating partners and investor pool must be able to add value to the business going forward
Industries
  • Manufacturing – Industrial products
  • Manufacturing – Repair, Re-manufacture, and Maintenance
  • Manufacturing – Consumer products
    Business Services – B to B
  • Business Services – B to C
  • Outsourced Business Services
  • Logistics and Supply Chain Management
  • Multi-channel distribution (direct response, Internet, catalog)
  • Companies in fragmented industries
 
Revenues
  • Platform acquisitions: Mature companies and corporate divisions with established historical revenues between $25 million to over $500 million
  • Add-on acquisitions: Size is not relevant, but generally $25 million and greater is preferred
Earnings
  • No minimum or maximum earnings/EBIT
  • We prefer companies with positive cash flows
  • However, we have also acquired unprofitable companies, conducted a thorough analysis of profitability issues, and worked through successful turnarounds

In addition to Strong Performers, we also consider Underperforming Companies.

An underperforming company may contain some or all of the following characteristics:

  • Operational improvements and new business practices can yield substantial value
  • Absence of an executive leader or gaps in management team
  • Liquidity-constrained balance sheet
  • Opportunities for cost reduction
  • Opportunities for inventory reduction and working capital improvement
  • Opportunities for customer service level and lead-time improvement
  • Little reliance on historical earnings for transaction pricing. Importance of "NEBIT" (next year's EBIT)
  • Belief that better management can capitalize on specific product positioning and generate significant revenue gains even in industries that are growing at modest rates