Full Acquisition
A potential transfer of ownership subject to valuation, due diligence and agreed terms.
START A CONVERSATION→ACQUISITIONS
Great Companies. Greater Possibilities.
We speak with owners of promising businesses about acquisition, investment, succession and strategic growth—always with respect for the people and value already built.
Initial discussions are exploratory and confidential, subject to an appropriate confidentiality process.
Strategic FitComplementary capabilities, markets or long-term direction
Capable PeopleExperienced teams and continuity
Growth PotentialCredible improvement through channels, technology or operations
Flexible StructuresAcquisition, investment, succession or partnership
Long-Term PerspectiveResponsible development rather than short-term activity
WHAT WE LOOK FOR
Strong Foundations and a Clear Path to Greater Value
We do not evaluate a business by one number. We examine the system around it: customers, people, operations, economics, dependencies, market position, risks and the specific leverage points that could support its next stage.
Strategic Fit
A business that complements a current capability, market, brand or long-term direction.
Customer Value
A clear reason customers choose the company and evidence that it solves a meaningful problem.
Capable People
Owners and teams with relevant knowledge, reliable execution and a culture that can support transition or growth.
Defensible Position
Relationships, expertise, brand, intellectual property, service quality or operational capability that is difficult to reproduce quickly.
Growth Potential
A credible path through better operations, new channels, technology, partnerships, products or territories.
Sound Fundamentals
Understandable revenue drivers, costs, obligations, records and risks appropriate to the opportunity.
WHY CONSIDER MGV
Respect for What You Built. Clarity About What Comes Next.
Respect for What You Built
We begin by understanding the company, its people and the owner’s objectives.
Flexible Conversation
Depending on fit, a discussion may explore full acquisition, partial investment, phased succession, joint venture or commercial partnership.
Strategic Support
Potential value can come from technology, positioning, distribution, operational improvement and wider relationships—not financial engineering alone.
Long-Term Perspective
We seek durable value and responsible development rather than short-term activity.
Clear Process
We aim to make expectations, information requests, decision points and responsibilities understandable.
Majority or Minority Investment
Capital and strategic participation while existing owners or management retain an agreed role.
DISCUSS OPTIONS→Succession Solution
A phased transition designed around continuity, people and the owner’s objectives.
DISCUSS SUCCESSION→Strategic Partnership
A commercial or operational collaboration when an acquisition is not the best first step.
EXPLORE PARTNERSHIP→OUR PROCESS
A Clear and Efficient Process
1
Initial Contact
Share a concise overview and the outcome you are considering.
2
Confidentiality
Where appropriate, establish confidentiality before sensitive information is exchanged.
3
Preliminary Discussion
Clarify objectives, fit, decision-makers and information needs.
4
Indicative Assessment
Review the business model, performance, risks and value-creation possibilities.
5
Due Diligence
Conduct financial, legal, tax, commercial, operational, technology and people review appropriate to the transaction.
6
Offer and Agreement
Define valuation, structure, conditions, responsibilities, approvals and documentation.
7
Transition and Value Creation
Protect continuity, communicate carefully and pursue the agreed improvement plan.
Evidence Before Any Transaction
Any material acquisition claim should be verified before commitment. Depending on the transaction, review may include legal ownership and authority, company records, financial statements, tax position, contracts, customer concentration, liabilities, employment matters, intellectual property, technology, regulatory obligations and other relevant risks. Website descriptions are not a substitute for due diligence.
READ TRANSACTION DISCLAIMERSeller Enquiry
Start with a high-level overview: business name, website, industry, country, your role and authority, reason for enquiry, transaction preference, approximate revenue range, profitability status, team-size range, ownership structure, desired timing and a short description. Do not send detailed customer lists, bank records or confidential files through the first public form.
SUBMIT YOUR BUSINESSSELLER ENQUIRY
Start a Confidential Conversation
Share a concise, high-level overview of the business and the outcome you are considering.
Confidentiality
We treat serious acquisition enquiries with discretion. Please share only a high-level overview initially. Sensitive information should be exchanged through an approved secure process after identity, authority and relevance are confirmed. A website form alone does not create a legal NDA.
FAQ
Frequently Asked Questions
What size of business does MGV acquire?+
The relevant range depends on sector, business quality, strategic fit and transaction structure. Thresholds should be published only after the acquisition team confirms them.
Will my enquiry remain confidential?+
MGV should handle enquiries discreetly, but formal obligations depend on the confidentiality agreement and applicable law.
Do I need to be ready to sell immediately?+
No. Early succession, investment and strategic-option discussions may be useful before a sale decision is final.
How is a business valued?+
Valuation depends on earnings, growth, risk, assets, market evidence, working capital, obligations and transaction terms. Independent advisers should be used.
Will the existing team remain?+
That depends on the business and agreed plan. People and continuity should be considered explicitly during the process.
The Right Structure Can Open a Stronger Future
If you are considering a sale, investment, succession or strategic partner, tell us what you have built and what a good outcome would look like.