Disruption marks departure.
Departure in new directions.

With Owlton, you have a hybrid investor on your side that takes you out of the innovation backlog and gets you ahead of the competition.

Today you are caught in the innovation backlog. Tomorrow you will be ahead of the competition together with us.

Nothing has been more vigorous in recent years than digital change. Moreover, this transformation is occurring with increasing pace. Even well-managed and well-established companies can quickly experience a backlog of innovation, which can lead to dangerous special situations in the event of disruptive competitive effects. While there are plenty of ideas to make business processes more flexible, there is often a lack of expertise and experience to decide on the right approach at an early stage and implement measures effectively. However, this change also holds a multitude of development opportunities and favorable economic conditions for the sustainable transformation of the business model, especially in small and medium-sized enterprises. As a hybrid investor, we support you in using the information age as a transformation age.

Investment Strategy

In search of digital power.

There is an ideal type of shareholder for every phase in the lifecycle of a company. Through active development, transformation and restructuring, Owlton offers the greatest value added to companies in succession, carve-out or special situations. To this end, the entire team contributes its many years of investment experience and comprehensive operational know-how. The foundation of our investment strategy is based on a partnership-based approach, fairness and reliability as well as speed and discretion.

For us, digitization is not just a hip trend. It is an unstoppable process that we have been applying for many years.

Unlike ordinary private equity investors who do not have the operational and technological expertise and therefore restrict themselves to generic corporate finance instruments, we combine our investment approach with the mindset of venture capitalists. In a highly innovative industry, they are familiar with fast organizational and product adaptations.

Together with management and IT, we implement tailor-made strategies for the digitization of corporate processes in our investments. Complex information flows are linked interactively and in a meaningful way, which leads to flexibility and thus increasing the adaptability of the company. As a result, it can easily adapt to the constantly changing competitive situation and assume a new position. We are thus using the previously untapped digital potential as a digital dividend for the company.

Our hybrid approach has a clear focus.

Make the right decision today and continue to benefit from it later.

You know for yourself how much energy and ideas are invested in your company. You have laid the foundation for the future development of the company - even if this is not yet reflected in the current numbers due to a special situation. We value and appreciate your fundamentals, regardless of the balance sheet figures: if you sell your business to Owlton, you will still benefit in the future once we lead the company back to the forefront of competition through innovation.

As part of the transaction, we jointly analyze the company's state of affairs and develop options tailored to your needs, enabling you to participate in future digital dividends by means of debtor warrants. Such an individual transaction structure and remuneration component ensures fair participation, which only Owlton as an owner-managed hybrid investment company offers you.

Operational excellence

We utilize the link between operational excellence and excellent returns.

Today, we are developing the companies that will set the pace for our competitors in the future. There is no magic formula for the optimal operational transformation of medium-sized businesses: each challenge and investment is different, so we develop company-specific approaches. The individual challenges here often do not arise from the company's history and existing processes, but rather from the culture, the management style and especially the experiences and expectations of the employees. We, therefore, work closely with all stakeholders to implement operational excellence.

Let’s optimize together. So we can benefit jointly.

We put a particular focus on the human aspect - at Owlton employees are not only affected by the change, but they are stakeholders who become drivers of transformation themselves. Reliability and a partnership-based approach are key to trustful joint development. At Owlton we showcase dynamic change, cultivate open communication and cooperate with empathy and reasoning. In that way, employees become actors of change and shape their future together in a sustainable competitive company.

Real value creation is more than summing up all individual parts.

Owlton is far more than just an ordinary financial investor for its portfolio companies. We invest experience, ideas, energy, network and entrepreneurial flair - capital is just the icing on the cake.

Investment criteria

What we are looking for. And what we consider attractive.

The following attributes characterize our target companies:

  • Medium-sized company or subsidiary of a larger enterprise
  • Division of a corporate group (complex carve-outs)
  • Management buy-in/buy-out target with backing by an entrepreneurial team
  • Turnover from EUR 10m p.a. for direct investments
  • Exploitation of digitization opportunities
  • In extraordinary cases: turnover from EUR 2m p.a. for platform-investments with a buy-and-build strategy (fragmented sector with consolidation and growth potential)
  • Sector focus: High-Tech, trade, manufacturing, and services in Europe
  • Attractive consolidation potential within the respective sector
  • Good market positioning with sustainable competitive advantages
  • Change of strategy with the owner or unsettled succession


In addition, companies with the following characteristics, individually or as a whole, are also in our extended focus:

  • Unsolved or complex succession planning
  • Underperforming and possibly loss-making operations
  • failure to achieve financial targets over a longer period of time
  • Divisions without current management
  • Strong competitive pressure
  • Weaknesses in sales structures
  • Insolvency or ESUG proceedings
  • Desired restructuring of the shareholder group
  • Limited financing options through banks
  • Accompaniment of transactions by listed companies