Deal Screening
Rapid, sector-informed screening of logistics and infrastructure investment opportunities before full diligence resources are committed.
Due Diligence
Commercial and operational due diligence designed specifically for shipping, logistics, infrastructure, and logistics SaaS investments.
Portfolio Optimisation
Improving the operational performance and investment returns of existing logistics and infrastructure assets in your portfolio.
Deal Screening
Investment committees in logistics and infrastructure routinely receive opportunities that look compelling at the teaser stage and fall apart under scrutiny — because the sector-specific risks were not identified early enough to avoid committing diligence resources to a fundamentally flawed investment.
Equally, opportunities that look unattractive on headline metrics are sometimes dismissed before the network value, regulatory moat, or infrastructure position is properly understood.
We provide rapid, structured deal screening that applies logistics-sector intelligence at the earliest stage — giving investors a clear view of whether an opportunity merits full diligence before time and money are spent on it.
WHAT WE OFFER
Opportunity Assessment Memo
A concise, sector-informed assessment covering market position, competitive dynamics, key value drivers, and material risks before proceeding to full diligence.
Business Model Evaluation
Assessing whether the operating model is genuinely scalable and defensible in the Indian logistics market.
Sector Benchmarking
Comparing financial metrics, operational KPIs, and market position against a relevant peer group.
Management & Promoter Assessment
Evaluating leadership depth, customer dependency, supplier relationships, and ownership transition risk.
Red Flag Identification
Surfacing licence risks, regulatory exposure, customer concentration, technology obsolescence, and structural weaknesses.
Diligence Scope Recommendation
Advising on the areas, depth, and sequence of diligence workstreams to maximise efficiency and insight.
Investment committees receive a sector-informed screen that separates opportunities worth pursuing from those that look better than they are — protecting diligence budgets and ensuring that full resources are committed only where the sector fundamentals genuinely support the investment case.
Due Diligence
Commercial and operational due diligence in shipping and logistics requires a different set of questions from those that standard frameworks generate. In a freight forwarding business, the critical question is not just revenue concentration — it is whether the relationships are with the business or the individual. In a port terminal, it is not just concession tenure — it is the productivity gap against the benchmark that determines competitive sustainability. In a logistics SaaS company, it is not just ARR growth — it is whether the product is genuinely embedded in customer operations or still at the periphery of their tech stack. We conduct due diligence that asks the right questions for this sector — and produces findings that are directly relevant to pricing, structuring, and investment committee decisions.
WHAT WE OFFER
✓Commercial Due Diligence
Market size and growth validation, competitive positioning, customer revenue quality and relationship durability, pricing power assessment, and management's growth assumptions tested against sector reality.
Operational Due Diligence
Assessment of operational efficiency, technology infrastructure, network strength, asset condition, workforce capability, and management depth — with benchmarks drawn from comparable logistics businesses rather than generic industry averages.
Regulatory & Licence Review
Verification of all operating licences, customs registrations, CBIC permissions, freight forwarder accreditations, and sector-specific regulatory approvals; assessment of compliance track record and exposure to pending regulatory actions.
Technology & SaaS Diligence
For logistics technology investments, assessing product-market fit, customer integration depth, churn drivers, engineering team quality, data architecture, and the defensibility of the technology advantage against better-funded competitors.
Management & Human Capital Assessment
Structured conversations with management, key employees, and where appropriate customers and suppliers, to evaluate leadership quality, organisational depth, and cultural readiness for private equity ownership.
Investment Committee Reporting
Producing a clear, structured diligence report that directly answers the questions an investment committee will ask — with findings organised by materiality rather than workstream, and a clear statement of the key risks and how they should influence deal terms.
What this means for you
Diligence findings reflect the operational reality of the business — not just what the information memorandum presented — so pricing, structuring, and investment committee decisions are grounded in what the business actually is, not what it claims to be.
Portfolio Optimization
Most logistics and infrastructure investments in India are made on the basis of an operational improvement thesis — that under better management, with the right technology, with a professionalised commercial function, or with a rationalised cost base, the business will perform at a materially higher level than it did under prior ownership. This thesis is frequently correct. What is less consistently achieved is the translation of the thesis into a structured operational plan that is executed during the hold period with the discipline and sector expertise required to make it real. The exit process for a PE-backed logistics business rewards operational improvement that is visible, documented, and embedded in the business's financial performance — not improvement that was planned but not completed, or completed but not evidenced in the numbers an acquirer will scrutinise. We work with sponsors and their portfolio companies during the hold period to bridge this gap — bringing the sector depth to identify the right improvement levers, and the execution support to ensure they are delivered.
WHAT WE OFFER
100-Day Operational Plan
A structured, prioritised plan for the first 100 days post-acquisition covering quick wins, management alignment, KPI establishment, and the sequencing of medium-term improvement initiatives.
Commercial Performance Improvement
Customer portfolio analysis, pricing optimisation, service mix repositioning, and new vertical or geography expansion strategies that grow revenue without proportional cost increases.
Operational Efficiency Improvement
Network design optimisation, route and load factor improvement for fleet-heavy businesses, warehouse layout and process redesign, technology implementation, and procurement cost reduction.
Technology & Digital Transformation
Advising portfolio companies on TMS, WMS, control tower, and data analytics investments that reduce cost, improve service quality, and increase the stickiness of customer relationships ahead of exit.
Management Team Strengthening
Advising on leadership gaps, identifying and recruiting sector-experienced executives, and building the management depth that institutional buyers and strategic acquirers require at exit.
Exit Preparation
Preparing the logistics business for exit through financial normalisation, ESG positioning, management presentation coaching, and the operational improvements that maximise exit valuation and minimise buyer diligence risk.
What this means for you
The investment thesis is translated into operational reality during the hold period — so the business that enters the exit process is materially better than the one that was acquired, and the returns reflect the value that was genuinely created rather than market beta alone.