specialising in distressed and post-growth technology investments.
Based in Brussels, we source, acquire and manage technology companies across Europe where strong products and market positions have been undermined by weak management infrastructure. Our work spans the full investment lifecycle: deal origination, due diligence, capital deployment, hands-on value creation and strategic exits. What distinguishes our approach is the depth of operational intervention we provide during the holding period.
Brussels offers proximity to major European markets, access to multilingual talent and a regulatory environment that understands cross-border complexity. We operate in English internally but work across French, Dutch, German and other European business contexts as required by each portfolio company.
We acquire European technology companies where the product has proven market fit but internal systems have degraded beyond management’s ability to repair them. Our interventions are surgical, focused on the operational and organisational blockers that prevent a capable business from functioning at capacity.
Why do capable managers stop making decisions?
Complexity grows as a defence mechanism in underperforming companies. Approval chains lengthen to diffuse accountability; cross-functional dependencies are weaponised to justify delays. We collapse these structures by identifying who genuinely needs to be involved in each decision and removing everyone else from the process. Functional leads receive real autonomy paired with unambiguous deliverables. Reporting lines are redrawn to reflect actual workflows rather than legacy hierarchies or political accommodation. The objective is to reduce the interval between problem identification and solution implementation from weeks to days, removing organisational drag that disguises itself as diligence.
What separates operational inconsistency from operational failure?
Decay presents as missed deadlines, erratic customer experiences and internal teams working toward incompatible goals. The root cause is an absence of standardisation and enforceable process discipline. We map end-to-end workflows, identify where handoffs degrade or collapse and rebuild them with defined ownership at each stage. Technology infrastructure is assessed for reliability and integration. Metrics are introduced only where they demonstrably alter behaviour; dashboards built for reporting theatre are eliminated. The test of operational health is whether the business can execute the same task repeatedly with predictable resource consumption and consistent outcomes, regardless of which individuals are involved.
Can a company recover if it cannot articulate where capital is being consumed?
Most distressed businesses know they are unprofitable but lack the granularity to understand which products, geographies or customer segments are destroying value. Finance functions are typically understaffed, reliant on outdated systems and managed by individuals without the authority to challenge commercial decisions that erode margin. Lamont Partners rebuilds finance as an internal consultancy with real-time visibility into unit economics, weekly cash flow forecasting and forensic decomposition of capital allocation. Budget discipline is enforced by requiring every department to justify resource requests against measurable outcomes, making trade-offs explicit rather than allowing them to be obscured by aspiration. Financial clarity changes behaviour across the organisation because it removes the ability to avoid accountability through vagueness.
We hold businesses longer than traditional private equity timelines allow. Structural recovery cannot be accomplished in 18 months. Lamont Partner’s patience is a function of realism, and our exits are determined by operational readiness.
If your business requires structural intervention rather than quick exits, or if you represent an intermediary with turnaround mandates, reach out to Lamont Partners.
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