For owners
A permanent home for your life’s work.
You built it with care. We buy it to keep.
Kindred exists for owners who will still care about their business long after it stops being theirs.
Most owners have already ruled out both obvious buyers.
Selling to a competitor means watching your name come off the building, your culture erased, and your people absorbed into someone else’s structure. Selling to a financial buyer means becoming inventory — held for three to five years, dressed for sale, and sold again to somebody you will never meet.
We founded Kindred Partners because a third option should always be available to owners like you, and too often isn’t. We built the firm entirely around being it. We promise responsiveness, discretion and transparency. We’re for handshakes and simplicity.
What permanent capital actually means
- Your culture, your people and your standing in your community survive the transaction, because disrupting them would destroy the thing we paid for.
- We invest from our own balance sheet, so our decisions are fast and flexible.
- We use borrowings sparingly and often not at all, so the business’s earnings can be reinvested or distributed rather than committed to a lender.
- We have no fund life and no obligation to sell, so we are not planning your business’s next sale while we buy it.
Your role afterwards is your decision, not ours.
Leave cleanly
A defined handover, then your time back.
Stay close
A board or advisory seat, with the operating load lifted.
Keep leading
Carry on running it, with the parts of the job you least enjoy taken off your plate.
The process
How a sale with us works
Four steps. No surprises in any of them.
A conversation
One call, no documents, no obligation. About an hour. If it isn’t a fit, we will tell you on that call rather than three weeks later.
An indicative offer
Once we’ve seen basic financials, we will put an indicative price and structure in writing within a week or two.
Confirmatory diligence
Focused on what actually matters — customers, earnings quality, key people — not a prolonged cavity search. Four to six weeks.
Settlement, and then continuity
Your team keeps running the business. What changes, changes because it is right for the business — not because a new owner needs to look busy.
An opinion you may not expect: don’t sell.
If you own the kind of business we’re drawn to, you own a genuinely valuable asset that you understand better than any buyer. Selling it may well be a poor financial decision. We would rather say that plainly than pretend otherwise.
But there are good reasons to consider a sale, and we’ve heard all of them.
- Liquidity, and not having your family’s wealth in one asset
- Securing your family’s future, and your team’s
- Exhaustion
- Freedom from the endless weight of being the one responsible
- Personal or family circumstances
- A partnership that has run its course — or a wish for one
- The business needs capital or capability you can’t or don’t want to supply
- You’ve found the right buyer
What we won’t do
We arrive at every business from a position of humility. We will not:
- Drag out the process, or run the long no. Nor will we rush you.
- Act like renters. Renters don’t care about the downside, or the long term.
- Plan to resell your business.
- Mistreat your people, or meddle for the sake of it.
- Extract every last dollar and optimise for the short term.
- Presume we know your business better than you and your team do.
- Mandate synergies, relocate you, or install needless bureaucracy.
- Make sudden, disruptive changes.
If you’re nodding along, let’s talk.
A first conversation is a phone call, not a process. We’d love to hear your story and share ours.