Cofigeo is the French leader of ambient prepared meals and operates under several brands Raynal & Roquelaure, William Saurin, Zapetti, Panzani and Garbit. With more than 1,500 employees and 8 manufacturing sites, Cofigeo generates c. €300 million of sales.
The Company was executing an ambitious investment plan to leverage commercial and industrial synergies by (i) optimizing its industrial organization, (ii) revamping its product offering, (iii) accelerating its diversification into new market segments such as out-of-home catering, and (iv) implementing a new marketing and merchandising strategy. MBO & Co’s partnership with Mathieu Thomazeau was marked by the major acquisition of William Saurin in 2017 allowing Cofigeo to more than double its size and become the undisputed market leader.
Entry
Primary MBO
2013
Exit
Secondary MBO, sale the management team, led by Mathieu Thomazeau (CEO), and to historic financial sponsors
2020
Structuring the company
• Appointment of several high-level independent board members
• HR assessment in order to ensure that organisation was suited to the Group’s new size (Cofigeo + William Saurin)
• Strengthening of the organisation with the recruitment of 5 C-level executives
Company transformation with the acquisition of the market leader William Saurin
• Turnover x2.5 from €130m to €320m
• EBITDA x2.5
• Number of employees increased by 850 FTEs
• Number of industrial sites went from 3 to 9 sites
Revenue
MaxiCoffee.com is the leading pure player dedicated to coffee (coffee machines, beans, ground coffee, capsules, pods, accessories…). MaxiCoffee combines expertises in digital marketing, e-commerce management (sourcing, supply chain, SAV) and specialty coffee.
Scaling-up a pure digital player on a niche market and unlock its strategic value for a big brick and mortar operator.
Entry
Primary MBO
2015
Exit
Trade sale to Daltys (portfolio company of 21 Invest)
2018
Structuring the company
• Workforce growth from 46 to 73 people within 2 years, over 25% CAGR in turnover
• Reorganization of top management to accompany this rapid growth: set up of a Management Board with 4 top managers, internal promotion of a COO and recruitment of a Head of Marketing executive
• Reinforcement of middle management: recruitment of several senior managers
• Set up of an incentive scheme for all employees
Scaling-up
• Launch of a Business Intelligence Tools project in order to master exponential growth of datas, critical for digital marketing -e.g. customer loyalty programs, customer acquisition channels, analysis of repeat business
• Reengineering of the warehouse to enhance supply chain: improvement of logistic flows, new packaging equipment
• Set up of a 2-year deployment project to prepare for the relocation of the company in a 2x bigger site.
Revenue
Travelsoft is the software provider of Orchestra, a SaaS platform specialized in the automated distribution of leisure travel (online booking, automation of trade, personalization and content management, multi-channel distribution) and sold mainly to on- and offline travel agencies.
Building an undisputed leader on its niche market in France and lay the groundwork for international expansion.
Prioritize growth projects
• Priority to commercial prospection, i.e. set up of follow-up tools, to maintain high focus on French growth opportunities and keep building on technological barriers to entry and advantage of leadership
• Go up the value chain with the development of CRM tools in the platform, push further Orchestra’s integration in its customers’ IT systems and keep widening the gap with competitors
• Systematic review of technical roadmap during Supervisory Boards to ensure consistency with strategy
Lay the groundwork for international growth
• Closing of first export sales through new business with subsidiaries of existing clients
• Recruitment of a senior salesperson in the UK to grow further international development
• Build-up opportunities (unrealized) analyses in France, Spain and Germany.
Revenue
Camusat is a key player in telecom network roll out with the ability to design, build, power and manage telecom infrastructures anywhere in the world, especially in developing countries and even in challenging environment.
Transforming a telecom tower builder with Orange as main customer into a global service provider for the telecom industry with a diversified customer base and a large international footprint.
Structuring the company
• Strengthening of top and middle management to adapt the structure to new challenges: rapid growth in new areas, new product and service lines
• Reengineering of service centers and supply chain to address new markets
• R&D on green power generation issues
Setting up fast international development in new areas
• Sale of the historical and mature French activity
• Opening of new developing countries with new operators/customers
• Launch of a very significant investment plan to penetrate the dynamic Asian market (Myanmar)
Revenue
