Crescitas Blogs

Crescita's Blog

We share knowledge, experience and concrete tools for owner-managers and management teams in small and medium-sized companies. Here you will find inspiration about leadership, culture, strategy and growth - written by advisers who have stood in the middle of everyday life with busy operations and big ambitions.

The goal is to make the complex practical and help companies create lasting development through people, direction and results.

Board
Management
Growth capital

The overlooked growth engine of SMEs

Many SMEs are busy with operations and sales, but forget to build a culture that ensures long-term growth. The paper explains why high performance teams and psychological reassurance are crucial to creating direction, collaboration and a strong foundation for growth.

We've been in your shoes.

With great responsibility and many tasks, it’s often a good idea to have a partner in which you can confide and who sees the company from the outside. All our partners have the necessary experience and insight to ease the pressure, create clarity, and strengthen your focus on what really makes a difference.

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The Mail
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info@crescita.dk
Office
Krakasvej 17
3400 Hillerød

SaaS Case

Facts
  • Ownership: Owned by American private equity firm (previously owner-managed with 4 x 25%)
  • Number of employees: 35-40
  • Industry: Software
  • Products/Services: On-Prem/Cloud
  • Clients: Larger public and private international companies
Strategic Challenges and Opportunities
  • Owner and management challenges
  • No agreement or common direction
  • A large, untapped international potential
  • Primary focus on sales, insufficient focus on product development, quality, customer retention and service
What we did
  • Entered as chairman of the board and strategy consultant
  • Later as "part-time CEO", co-owner and partner
  • Management buy-out (splitting of deadlock ownership)
  • Attracted investors with new strategy (+ expansion of the board)
  • Hiring of new CEO and experienced management team
  • Focused product development through the Corona crisis
Results
  • Creation of a healthy and energetic culture with high engagement
  • Incentive program for key employees
  • Strong growth in revenue and organization
  • Attractive sale to American private equity firm
  • Integration of the company into the "new family"
  • Opportunity for another "up-side" as part of new set-up

Retail Case

Facts
  • Ownership: Owner-managed 70/30
  • Number of employees: 30-35
  • Industry: Packaging for retail chains
  • Products/Services: Packaging for retail chains/all forms of branded packaging
  • Clients:  Larger/large international brands and retail chains
Strategic Challenges and Opportunities
  • Deadlock ownership
  • Unable to generate sufficient profit/liquidity
  • Difficult scalable business model
  • Very large untapped international potential
  • Extremely driven by sales and not so much by structure and processes
What we did
  • Entered as chairman of the board
  • Collaborated with both owners for several years
  • Recognized that paths had to part - peaceful separation process
  • Stepped closer to the company, more hands-on
  • New strategy and business model implemented and anchored
  • Restructuring and attraction of new competencies, revitalisation
Results
  • Repositioning of the company strongly in process
  • Created a united organization that believes in the strategy and goals
  • Energetic culture with high engagement
  • Stable growth over the past 5-7 years
  • More solid earnings, large earning opportunities with continued growth (scalable)
  • Co-ownership for key employees/partners

Insulation Case

Facts
  • Ownership: Private equity
  • Number of employees: 25-30
  • Industry: Building materials (manufacturing)
  • Products/Services: Insulation granulate + insulation machines
  • Clients: Contractors/prefab house companies/private individuals
Strategic Challenges and Opportunities
  • After 20 years of joint ownership (3 partners) with majority to one person, the management collaboration was challenged
  • Struggled to find ways to scale the company (new ideas and tools were necessary)
  • Bottom-line results were limited to less than 500,000 DKK
  • No international business experience among the 3 professionally trained owners
What we did
  • Entered as working chairman of the board (1-2 days/week)
  • Full focus on sales and building a nationwide network of authorized insulators (dealer + installer function)
  • Implementation of internationalization strategy: Establishment of sales company in Norway (establishment of network of authorized insulators). In Sweden, contracts were made with large insulation companies
  • Digitalization and optimization of processes and systems
  • New core competencies were recruited for key positions
Results
  • Revenue growth of 140% over 8 years
  • On-going significant improvement of bottom-line results
  • Established position in the Danish market as the CO2-friendly, green alternative to glass and stone wool
  • Optimization of production facilities, which are now transferred to Scandinavian set-up in Sweden
  • Initiation of a strategic platform for international scaling
  • Acquisition by private equity firm focusing on wood and other sustainable building materials

We've been in your shoes.

With great responsibility and many tasks, it’s often a good idea to have a partner in which you can confide and who sees the company from the outside. All our partners have the necessary experience and insight to ease the pressure, create clarity, and strengthen your focus on what really makes a difference.

Thank you for your message. We will return as soon as possible.
Oops! Something went wrong during the submission of the form. Please try again in a bit.
The Mail
Send us an email
info@crescita.dk
Office
Krakasvej 17
3400 Hillerød