Strategic decisions rarely begin with a transaction. They begin with a question. In this series, Mizzau & Partners considers issues that entrepreneurs, families, boards and management teams face before growth, governance or capital becomes the subject of a formal decision.
Is my company ready for private equity?
A company is not ready for private equity simply because it is growing, generating EBITDA or operating in an attractive market. Industrial quality must be supported by a clear strategy, appropriate governance, credible management, execution capability and a coherent value-creation trajectory. Preparation tests these elements before any engagement with institutional capital is considered.
Industrial partner or private equity: which path can support growth?
There is no universally correct answer. An industrial partner and a financial investor may bring different resources, capabilities and strategic trajectories. The choice should begin with the company's industrial and ownership objectives, the shareholders' future role, the intended governance model and the capabilities required for growth—not merely with the capital currently available.
How should a company prepare before speaking to a private equity fund?
Preparation should begin before the company is presented to the market. Strategy, governance, management, performance, data and the growth plan need to form a coherent, verifiable and understandable account of the business. Starting early also creates time to address dependencies and organisational gaps, without assuming that a private equity discussion must necessarily follow.
When does it make sense to open the capital of a family business?
Opening the capital may be relevant when it helps a family business enter a new phase of growth, strengthen governance and management, support acquisitions or accompany an ownership transition. It is not an objective in itself. The decision should be tested against industrial strategy, family expectations, the future role of each generation and the alternatives genuinely available.
How can a company become a growth platform?
A growth platform is not created by size alone. It requires a repeatable industrial thesis, capable management, effective governance, organisational and financial capacity, scalable processes and, where relevant, the ability to integrate acquisitions or new development lines. Growth then becomes a system that can be governed, rather than a series of disconnected opportunities dependent on one individual.
Will artificial intelligence increase or reduce the value of my company?
AI's effect on enterprise value depends on where it changes revenue, productivity, competitive advantage, processes, costs and obsolescence risk. It may create new sources of value for some companies while eroding established advantages for others. The analysis should distinguish economic exposure, the organisation's ability to respond and the components of value that are most vulnerable.
The best decisions begin with the right questions.
Mizzau & Partners selectively works with entrepreneurs, boards and management teams on decisions that can change the trajectory of a business.
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