“Raeth combines hard expertise with an impeccable sense of which parties really fit our DNA.”

In just over ten years, Seeders grew from a small online marketing agency to an international player with offices in 13 countries and more than 100 employees. This growth required a strategic sparring partner that could structure, accelerate and enable both the financial and operational challenges of a buy-and-build process.

Raeth assisted Seeders in financing, acquisitions and setting up an international acquisition strategy.

The challenge

In ten years, Dennis Akkerman expanded Seeders from an agency with two employees into an international one-stop shop for cross-border digital marketing. During this rapid growth, he engaged Raeth as a sparring partner to make his ambitions financially possible. We supervised the financing of the first acquisitions. As the company continued to grow, there was a need for professional support on buy and build. From the established relationship, we took the steps towards strategically defining and implementing the international buy-and-build strategy.

Our role

We guided Seeders in all the core parts of their growth:

• Financing the first acquisitions
• Supervision of an ongoing takeover and connection as a structural sparring partner.
• Development of the international buy-and-build strategy, including search profile, longlist, target approach and initial exploratory discussions.
• Complete process relief in acquisition, financing and legal support in cooperation with Arslan & Partners.

The process

Thanks to the intensive cooperation in which we got to know both the entrepreneur and the company through and through, we were able to focus on strategy, DNA fit and efficiency. We took over all operational steps in buy and build: from longlist to initial discussions and from funding support to legal reconciliation. In cooperation with Arslan & partners lawyers, we acted as one integrated team for acquisitions, financing and legal support.

The result

An approach like this takes considerably less time for the entrepreneur to find and assess potential takeover candidates. Several suitable parties were found that were open to a takeover, the talks were more relevant and the number of acquisitions rose. Here, we act almost as the company's internal corporate finance department. In short: less work and more results for the company.