People
A partner at Halveridge sits on no more than four boards. It is a rule rather than an aspiration, it has cost us deals, and it is the single thing most responsible for our hold periods working.
Managing Partner
Co-founded Halveridge in 2009 after eleven years in industrials M&A. Chairs the investment committee and writes the one-sentence thesis on every memo. Sits on three boards, refuses a fourth.
Boards: Ferrolane · Ledgerline
Partner, Healthcare
Ran clinical operations for a 40-site provider before investing. Led both healthcare realisations in Fund II, and is the reason the firm stopped looking at hospital staffing in 2019.
Boards: Northbeam · Verity Sterile
Partner, Software
Joined from a strategic buyer, which is why he underwrites exits from the buyer's side of the table. Owns the firm's rule against roll-ups without an operating thesis.
Boards: Cartwell · Ferrolane
Partner, Europe
Opened the London office in 2018 and led Ashgrove from entry to exit. Covers UK industrials and the parts of Europe we can reach on a board schedule.
Boards: Ashgrove (realised)
Operating Partner
Writes the hundred-day plan with management before completion, then holds them and us to it. Spent fourteen years as a COO, which shows in how unsentimental the plans are.
Boards: All portfolio companies
CFO & Head of IR
Runs fund finance, LP reporting and the annual valuation process. Answers LP questions directly rather than through a placement agent.
Boards: —
How we work
Monthly except August. Every partner reads the pack before, not in the room. Elena writes the hundred-day plan with management before completion and then holds both sides to it — which is why a slipped quarter is a conversation here rather than a crisis.
