A private equity investor with the difference
Find out more about Rutland Partners and our approach to helping businesses work through current challenges, difficult transitions or complex development plans to reach their full potential.
Literature
Case Study – Millbrook
Under General Motors ownership Millbrook had been an in-house operation and so lacked any commercial infra-structure to capitalise on the growing opportunities in test and inspection markets and under threat of closure had been under invested for a number of years.
Case Study – Brandon Hire
Brandon Hire is a leading UK tool and equipment hire company . The complex carve-out of the business from Wolseley plc (now Ferguson plc) took some eighteen months to complete with Brandon Hire restructured and new branches opened.
Case Study – Pizza Hut
Pizza Hut Restaurants has operated in the UK for over 40 years. Rutland Partners invested in Pizza Hut Restaurants in 2012 supporting the management team, led by Jens Hofma, which aspired to buy the UK franchise from Yum Brands! and turnaround the dine-in restaurants business.
Case Study – Aston Barclay
Aston Barclay is leading the remarketing sector in digital innovation. With an established market reputation for high levels of customer service, Rutland’s strategy was simple; to oversee and facilitate the next phase of Aston Barclay’s development both physical and technological.
Case Study – Omar
Following a period of strong growth, at the time of acquisition, Omar’s manufacturing facilities were near capacity, requiring investment to bring a step-change in production. Also, the business and the team required further development and an institutional mindset to take it to the next level.
Case Study – CeDo
CeDo has a strong market share through its relationships with the majority of Europe’s largest supermarkets and discounters, supplying both own-label and branded products. However, at acquisition, CeDo was effectively two separate businesses in need of operational change, strong leadership, a clear strategy and investment.
Case Study – Attends
Attends Healthcare was in grave danger of being left behind by a dynamic and fast changing market. Demand was moving from an institutional customer base to a retail and pharmacy market with some very different demands. Attends needed a hands on investor with the courage and commitment to tackle multiple challenges simultaneously.
Case Study – Carron Energy
Rutland was the first private equity firm in Britain to invest in a power station. Uskmouth, de-commissioned in 1995 but technical difficulties delayed re-commissioning and with an electricity market in turmoil and lenders getting restless, the station was left stranded by its owners.
Case Study – H&T
When Rutland bought the UK’s largest pawnbroker H&T from US company Cash America, it found a business that was definitely not making the most of its potential.
Case Study – Notemachine
NoteMachine was a new company set up by Rutland to take over the troubled AIM-listed ATM operator, Scott Tod. Scott Tod was significantly underperforming against its competitors and reporting trading losses when Rutland acquired it in 2006.
Case Study – Pulse
Pulse was one of the leading providers of branded goods to the UK home products market. At acquisition in 2007, the Pulse brands were sitting in a distressed public company that urgently needed to divest assets to raise cash and focus on its core activities.
Case Study – Interfloor
Rutland formed the business Interfloor in 2002 through an SBO-IBO deal buying two rival UK underlay businesses both struggling in a tough retail market. The key to making this Europe’s largest and most successful underlay business lay in creating a new can-do culture.
Case Study – Advantage Healthcare
When Rutland acquired the business it was a non-core asset for its former owners operating in a market that was experiencing significant changes. Due to a lack of focus the business had failed to adjust to a period of significant change.
Case Study – Edinburgh Woollen Mill
When Rutland acquired Edinburgh Woollen Mills retail was an unfashionable sector for financial buyers. As an unloved subsidiary, with a poor recent trading record this made EWM a difficult sale to most PE houses but fit our investment criteria perfectly.