Business model:
Holding company for retail food businesses including Nordsee and Homann

Investment:

• Investment in 2005
• Investor group: 14 persons
• Heiner Kamps forms part of Dr. Hans-Dieter Rompel's personal network
• Idee: Idea: Creation of Kamps Food Retail Holding, in which Kamps could integrate his knowledge of convenience food chains. The first investment was Nordsee, which at that time was owned by a financial investor. The objective was to jointly exploit the food chains' potential.

Value appreciation:

• The concept was a food retail group offering bread, fish and meat, which meanwhile generates approximately €1 billion of revenue. An IPO was the objective at the time.
• Investment concept was presented to selected investors. Both co-investors with experience in the food sector and investors who found entrepreneur Heiner Kamps persuasive rapidly became enthusiastic investors.
• Heiner Kamps assumed personal management of the new company and raised Nordsee's EBITDA from €16 million to €28 million within the first year.

Sale:

• KFRI was placed on the London Stock Exchange Alternative Investment Market (AIM) as early as 2006.
• Investors achieved a high double-digit percentage return on their investments within 13 months.
• Co-Investor's most successful exit to date

Business model:
System provider of digital high-resolution and network-based video security systems

Investment:

• Investment in 2004
• Investor group: 18 persons
• Recommendation via EVP network – from the bank providing financing at the time. Mobotix required capital in addition to the bank loan in order to fund further growth.
• Co-Investor / EVP finally persuaded the business owner to adopt an entrepreneurial and cooperation-based approach – in contrast to other capital-providers.

Value appreciation:

• Help in creating a second management level that provided the business owner with the necessary scope for further growth
• Recruitment of a CFO from the Co-Investor network who later also managed the company's IPO, and who still works for the company
• Initially two seats on the Supervisory Board, regular coordination of next steps in corporate development

Sale:

• Investment sale already after three years in October 2007 through IPO on Entry Standard and switch six months later to the Prime Standard of the Frankfurt Stock Exchange
• Jointly with CFO, selection of banks and support in placing of shares among new investors
• Mobotix is one of the most successful IPOs in recent years with share price performance of over 260% as per December 31, 2011 since initial listing in October 2007.

Business model:
Group of companies specialising in wholesaling in temperature-sensitive products, and fresh fruits logistics

Most well-known company: RUNGIS express AG

Investment:

• Investment in 2009
• Investor group: 14 persons
• Recommendation via Co-Investor network
• The business owner's intention was to structure the company's future with investors with experience in medium-sized companies. An entry model was developed accordingly, which provided the company with both fresh equity and a shareholder loan. The existing financial investor was also bought out, by way of exception.

Value appreciation:

• The acquiring group of investors contributed relevant know-how for the company's continued success – for instance, the former managing director of a major catering provider has since been intensively committed to CCG and RUNGIS express.
• Capital was largely provided in order to improve balance sheet ratios, and thereby create scope of further growth, as well as endow the company with financial stability.
• Intensive working rounds with three Co-Investor partners and several investors ensured specific support relating to business development, group structure, financing, personnel and strategy.

Sale:

• It was jointly determined that an exit would be aimed for by 2012 at the earliest. The objective until then is to achieve a significant enhancement in the group's value both through organic growth and through growth from pushing ahead with co-operation ventures, targeted acquisitions, and the tapping of logical expansion areas.