The firm intentionally avoids complex valuation methods like DCF or IRR, believing they can alienate non-financial, "industrialist" founders. Instead, they use a straightforward multiple of sustainable EBITDA (4-8x), which simplifies negotiations and builds trust by speaking the same financial language as the seller.
Counter to typical M&A playbooks, Lagercrantz explicitly avoids synergy-driven integration. Instead, its value-add comes from two areas: providing "energy" (ambition, new growth avenues) and "structure" (modern reporting, governance). This maintains the autonomy of the acquired company while improving its performance.
The entire portfolio of 85+ companies and the M&A pipeline are managed by just 15 people across five divisions. These individuals are not just dealmakers; they are senior operators who also serve as board members for the acquired companies. This blended role ensures deep industry knowledge informs M&A and operational oversight.
In transparent Nordic markets, companies' annual financial reports are often public. Lagercrantz's deal team uses the release of these reports as a recurring, natural trigger to follow up with target companies they've been courting for years. It provides a relevant reason to reconnect, such as congratulating them on a successful year.
To maintain the autonomy of its portfolio companies, Lagercrantz employs an extremely decentralized model. The parent company provides minimal overhead, centralizing only three core functions: banking relationships, insurance policies, and financial auditing. All other functions, including HR, remain at the individual company level, empowering local CEOs.
Instead of competing on price, Lagercrantz offers founders assurance that their company's brand, team, and culture will be preserved. This non-financial value proposition of protecting a life's work is often more compelling to sellers of family-owned businesses than a slightly higher valuation from a PE firm that might integrate or dismantle the business.
The firm's acquisition criteria are highly specific, focusing on B2B hardware companies that are dominant players in a well-defined niche. This market leadership must translate into strong, consistent financials, specifically an EBITDA margin of 15-20%. This discipline ensures the acquired companies can self-fund future growth and acquisitions.
Lagercrantz follows a strict formula, aiming for 15% annual profit growth. This is achieved by growing one-third organically and two-thirds via M&A, which requires them to acquire roughly 10% of their own size each year. This provides a clear, quantifiable framework for their programmatic M&A strategy.