Latest from the magazine
Three recent pieces from the editorial desk — a company profile, a practical guide, and a founder interview. Each one digs into the decisions behind the numbers.
A deep look at the leadership decisions and financial restructuring behind a resilient manufacturing business
How a third-generation textile company navigated debt, retooled operations, and attracted private capital without losing its identity. The full case study follows the three-year process from lender negotiations to new equity partner.
Read the full storyFrom irrigation upgrades to export contracts: where to deploy cash for long-term resilience
A practical guide for agribusiness owners deciding between expansion, equipment, and working capital in a volatile commodity cycle. Drawn from three Western Cape farms that navigated the 2023 drought.
Read the full guideCulture, equity, and the new rules of retention in professional services
An exploration of how founder-led firms in South Africa are using ownership and purpose to attract senior talent away from corporates. Features interviews with three executives who made the move.
Read the interviewCommon Questions
Start with a clear narrative about your business: what you do, why it works, and where the capital will take it. Most investors respond better to a focused story about operational improvement than to a generic pitch deck. Be ready to discuss your margins, customer concentration, and the specific risks you see in your sector.
Beyond the valuation, examine the governance rights, exit timelines, and how the partner adds value beyond the cheque. A good minority deal gives you operational support without stripping your control. We recommend testing the relationship early with a small project to see how the teams work together.
Focus on working capital cycles: renegotiate payment terms with suppliers, tighten credit checks on new customers, and review inventory levels against actual demand. Many businesses find that a simple weekly cash forecast creates more discipline than a full annual budget. The goal is to shorten the gap between paying out and getting paid.
Owners often overvalue based on a single strong year or undervalue by ignoring repeat revenue and strategic assets. A defensible valuation looks at normalized earnings, the cost of replacing key equipment, and the strength of customer contracts. It helps to get an external view early, even if you do not plan to sell soon.
Investors will want to meet the people who run the operations, not just the founder. Make sure your financial reporting is consistent and that your department heads can speak to their own numbers. A clear organizational chart and documented processes go a long way in building confidence.
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Company Profile
A deep look at the leadership decisions and financial restructuring behind a resilient manufacturing business.
This case study follows a third-generation textile company in KwaZulu-Natal through a three-year turnaround. It examines how management restructured existing debt, brought in a minority equity partner, and invested in automated looms to improve margins. The piece also covers the cultural shift from a paternalistic to a performance-driven workplace, with lessons on negotiating with lenders and sequencing operational improvements.
Read the full profilePractical Guide
From irrigation upgrades to export contracts: where to deploy cash for long-term resilience.
This guide draws on the experiences of three commercial farms in the Western Cape that navigated the 2023 drought. It breaks down how each operation allocated capital between water infrastructure, cold storage, and direct-to-retail distribution. The article includes a simple framework for evaluating projects based on payback period, risk-adjusted return, and strategic fit, plus notes on working with development finance institutions.
Read the full guideFounder Interview
Culture, equity, and the new rules of retention in professional services.
This piece investigates the growing trend of senior professionals leaving large corporates to join founder-led firms. It features interviews with three executives who made the move and the founders who recruited them. The article examines how equity participation, flexible working, and direct impact on decision-making are reshaping employment value propositions, and looks at the risks of over-reliance on a single founder.
Read the full interview