Execution, advice and insight
35 years of experience at your disposal
Our services
SRI Capital offers advisory and consulting services in areas such as mergers and acquisitions, ownership transitions, capital raising, business development, restructuring, and the integration of environmental, social, and governance (ESG) factors.
Our focus is the technology industry, or companies whose business environment is being radically shaped by technology. We are based in the Nordic region but have engaged in projects across Northern Europe and beyond. We often collaborate with partners to build the team with the right capabilities, resources and reach to fit the project at hand.
M&A advisory
Mergers, acquisitions, spin-outs and other equity related transactions.
Business development
New ventures, growth strategy implementation, restructuring.
Governance
Board support, managing owner and investor relations.
ESG
Integration of ESG reporting with investor driven financial targets and processes.
Digital assets
Stable coins, tokenised assets and loyalty programs, digital asset investment strategy.
Due diligence services
Tech sector business and financial DD.
Tech investing is different
The digital economy is powered by intangible capital that scales, compounds, and creates value through networks, interactions and engagement, and ecosystems — not physical asset deployment. This requires new valuation, measurement, and capital formation paradigms.
Where traditional finance prices assets and capital returns, technology finance prices capability, adoption trajectories, and the compounding returns of digital capital. No doubt, cash flows remain important for all businesses.
In our view, tech industry differentiating features start with the following:
Intangible-led value creation
Primary assets are code, data, algorithms, IP, talent, and networks, not physical plant or inventory. Capital is deployed not for asset accumulation but capability-building; what is termed investment is often just strategic spend. The resulting intangibles are difficult to value, collateralise, or liquidate.
Asymmetric risk and return distributions
Value accrues to power-law outliers and failure is a feature of the industry. Optionality, future markets and the ability to pivot and recover from failure, drive value more than current free cash flow. Traditional risk models struggle with all this.
Non-linear & step-function growth
Scaling is often exponential and it is seldom proportional to capital invested. Growth frequently occurs through step-changes and success depends on timing, iteration velocity, and adoption curves, not steady operational ramp-up.
Ecosystem and network dynamics
Competitive advantage comes from networks, integration, data flywheels, and distribution advantages. Value creation depends on ecosystem orchestration, not just firm-level performance.
Monetisation & earnings are non-traditional
Revenue models often only emerge after scale thresholds; profit models are nonlinear and sometimes discontinuous, unlike industrial margins. Metrics such as engagement, retention and network expansion need to be balanced with financial indicators such as earnings and cash flow.
Capital availability, or not
Aiming high is necessary and this requires capital resources. However, firms must still operate within the constraints of available capital. Investors expect to hold founders accountable for disciplined capital use. There is never a guarantee of an additional round and running out of runway is often terminal.
Talent & culture as critical capital
Value is embedded in founders, designers, engineers, and culture – not machinery. Retention, incentives, and organisational learning speed are existential value factors.