This Spanish interiors business started-up in 1993, to achieve a €4.2m annual turnover and €1.2 EBIT. Some family members still worked in the organisation. But core leadership were long-term employee managers, specialists in the industry.

The family were ready to sell, but wanted to ensure that the management team would gain control. A trade sale to a competitor would have left them with little to no control or equity, and a bitter taste. As one founder said: “My main aim was to protect all those people who depend on us and have worked with us for so many years. I had to protect the legacy I built over the last 26 years”.

They found bank debt and private equity were unavailable at their scale. There was also no-one in the market able to support employee ownership models. That’s where we came in.

Our proprietary MEIBO framework and process brought investors in to support the transfer. We co-own the company with the managers and employees. It's an open-ended arrangement with a four year commitment - but we like "long holds".

The team and family agreed to a fair value multiple. On Day One, we were able to pay the owners what they needed, up-front, and split the rest into fixed monthly payments. Three managers gained equity between them, and we were able to put another slice of equity into an Employee Ownership Trust.

Result? A healthy, growing business.

“Everything is continuing as before, but we feel more valued within the company."

At Valloop, we’re convinced that the next ten years will not be like the last ten. Our approach, with employee ownership at its heart, is the right solution for this moment. We deliver prosperity with social impact, with fair results for owners and a sustainable legacy for all.

“I’m ready to fight tooth and nail to make the company succeed”.