Our Portfolio
Companies.

Situation at Acquisition:

• Steel became a non-core business, because Adient has decided to reduce its vertical integration in order to be more flexible with regards to OEM’s volatile order pattern
• Steel is well positioned in the metal stamping and forming market as a one-stop-shop provider of the entire value chain, offering tailor made solutions for specified automotive products

Initiatives by RCP:

• Assessment of product portfolio regarding margin potential and definition of new improved pricing strategy
• Reduction of customer dependency through definition of new customer groups and cross-selling potential including implementation of improved sales process / incentives
• Streamlining of organizational structures with focus on support functions and the reduction of number of sites / locations
• Improvement of core processes, such as setup-times for manufacturing, and machine utilization

Situation at Acquisition:

• OEKA TECH is non-core business (of a beauty and cosmetic applicators manufacturer) and therefore outside the strategic focus of the seller
• Strategically small business
• Passive sales and distribution, low focus on customers
• Low standardization degree in product portfolio and processes
• Passive focus by management, unclear processes and procedures

Improvements by RCP:

• Significant increase of sales outside the Automotive Industry and shift to Commercial Vehicles
• Cost reductions, especially linked to material costs
• Active working capital management
• Improvement of purchasing conditions (reference prices and payment targets) through targeted renegotiation
• Creation of clear organizational structures and adaptation of core processes
• Investments in existing and new machinery

Situation at Acquisition:

• SIK is non-core business and therefore outside the strategic focus of Bilfinger Group
• Unable to unfold potentials under corporate ownership (weak negotiation power against customers and trade unions)
• Difficult market situation with respect to coal fired power plants which requires shift of revenue streams in the short- to mid-term
• Intense competition for decreasing service volumes combined with a high cost basis due to collective wage agreements lead to negative profitability

Improvements by RCP:

• Systematic increase of the sales network and order entry in sectors outside the coal fired power plants
• Renewal of servicing contracts with improved pricing
• Successful renegotiation of existing wage agreements with substantial impact on personnel cost run-rates
• Smooth (IT-) carve-out and changeover to new ERP-system
• Divestment of loss-making open-cast mining equipment service unit
• Returned to profitability within 12 months

Situation at Acquisition:

• TE Connectivity has decided to strengthen its focus on its core utility business in low and medium-voltage products and solutions. Thus, AXICOM became a non-core business
• AXICOM has a premium market position with strong brand heritage, offering best quality and highest adaptability to customer needs
• The AXICOM business is not a separate legal entity and therefore doesn’t operate on a standalone basis. There is a high degree of operational entanglements with other TE entities, which provide support functions such as IT, Finance, HR, and Legal

Improvements by RCP:

• Transforming AXICOM from a highly entangled and interwoven TE Group unit to a fully standalone company
• Accelerating market penetration to gain market shares in APAC and EMEA and unlocking the existing sales potential of AXICOM
• Continuous development of new products such as SF6 free solutions or new product design and customization for High Voltage Components (HVC) and Hollow Composite Insulators (HCI)
• Implementation of a clearly defined cost savings roadmap, optimizing processes and labor costs as well as fully exploiting the savings potential in material costs

Situation at Acquisition:

• PowerTech Converter is a non-core business and outside the strategic focus of Knorr-Bremse Group
• Unable to unfold potentials under corporate ownership (weak negotiation power vis-à-vis customers and trade unions)
• Intense competition in the rail segment requires a high degree of standardization of the products and in the development process of the products

Improvements by RCP:

• Customer focused engineering by streamlining R&D project portfolio
• Launch of PowerBrix, SiC-based converter for low-/mid-power
• Reduction of direct material and quality cost
• Streamlining of the corporate organization and internal processes (e.g., merger of two German sites and creation of specific business units)
• Renegotiation of unfavorable legacy projects

Situation at exit:

• Best-in-class technology with SiC-based converters
• Standardized modular product portfolio with cost-efficient manufacturing processes
• Enhanced customer base and improved product quality
• Operational improvements in all company dimensions (e.g., procurement, inventory, quality)
• Slim, nonhierarchical organization and meritocratic culture