​​DAISA     
CAPITAL
THE IDEAL FIT

Your food&Ag Company has to have showed some traction
  • Over USD 2 million on yearly sales.
  • To be run above or close to break-even over the last years.
  • To be launched the company’s product in the market for a minimum of 5 years.
  • Have a visible pathway for significant growth, i.e. through geographic expansion, new market development, new channels, or even further acquisitions (we can also help with these ideas).
​While these are our ideal characteristics, we are learning and willing to have conversations with companies who may not meet one or more of these characteristics.
DETAILED CRITERIA

FINANCIAL​
  • Annual revenue range: USD 2 to 20 million
  • Profitability: positive EBITDA, ideally over 20% of EBITDA margin; at least close to break-even
  • Debt: under control and no risk of default to any type of credit agent over the next months/years

Business Characteristics
  • Value chain position: preference to be in the processing and distribution piece of the Food&Ag value chain. We are open to any company that can be an important Good Food enabler, helping Food&Ag companies to be more efficient.
  • Business model: to demonstrate some recurring purchasing of client database and/or long range contracts.
  • Differentiation or relevance factor: strong story-telling potential due to historical achievements and non-obvious business choices.
  • Social mission-alignment: we embrace the definition of Impact Business Models, so it matters the social and the environmental impact created and the potential to measure it  
    • The business has good relationships and integrity with stakeholders (i.e. suppliers, employees, community).
  • Strategic leverage: possible to demonstrate the potential avenues to grow the company (see Our business thesis).
  • Location of the business: preference to New England states- based businesses 
(*) Impact Business Models focus on the specific positive outcomes that are created for specific stakeholders of the business, including employees, communities, customers, and the environment, and are marked by more intensive, generally intentional, systems of measurement and management.
SHAREHOLDER(S)
​SITUATION
  • As your business has grown and become much more demanding, you realize you need some external help.  You do not have all the skill sets for growing the business to the next phase.
  • You want to transition out of day-to-day operations, may have a better role in mind.
  • You want your company to continue to grow and care about who takes over, want the company to retain mission and values.

We love new projects!
Let's get started.