Is an approach from Crescit Capital an offer?

No. An approach is an expression of interest, not an offer — it commits you to nothing. Offers come much later, usually in writing as an indicative offer or term sheet, and only after both sides have chosen to engage.

Do I have to reply straight away?

No. There is no clock on your side of the conversation. A considered reply a week later reads better than a rushed one the same afternoon, and a genuine buyer will still be there. You set the pace.

Should I share my financials with Crescit Capital?

Not in a first conversation. An early, low-specificity approach rarely warrants sharing numbers. If the conversation gets serious, information changes hands progressively and under a signed NDA — at a pace you control.

How do I know if Crescit Capital is serious?

Read the approach itself: who sent it (a partner or CEO signals more intent than an analyst template), how specific it is about your actual product, customers, or numbers, and whether there is a concrete reason they are reaching out now. Generic praise that could have been sent to a hundred companies usually means a routine sweep.

Do I need an advisor before responding?

Not to acknowledge an email. But before sharing anything material — numbers, customer names, growth plans — a second opinion from someone whose only job is to represent you tends to pay for itself. An advisor can read the approach, tell you how much interest it really signals, and keep your options open.

What happens if I just ignore it?

Usually nothing bad — an unanswered email doesn't close any doors, and a genuinely interested buyer will follow up. What you give up is information: understanding why they reached out now can tell you a lot about how your business is being seen, even if you have no intention of selling.

← Who is Crescit Capital?

If you’ve been approached

Crescit Capital approached me — what now?

An acquirer reaching out can feel like a big moment, and it’s normal to be unsure what it means or how to respond. An approach is not an offer, and it doesn’t commit you to anything — it’s the start of a conversation you get to run at your own pace.

The most useful thing to do first is slow down and understand what kind of approach this actually is. The rest of this page walks through who Crescit Capital is, how to read the signals, and the practical moves that keep your options open.

Who they are, in short

Crescit Capital is a Melbourne-headquartered private investment firm founded and led by Managing Director Rishi Yerra. The firm deploys long-term capital into established industrial, engineering and essential-services businesses across Australia, New Zealand and India, with select transactions elsewhere considered case by case. It describes itself as combining institutional investment discipline with family-office-style patience: no fixed fund life and no forced exit timeline, structured as a permanent-capital vehicle rather than a traditional fixed-term fund. Crescit targets founder- and family-owned industrial businesses facing succession. Crescit lists no completed acquisitions publicly, so there is no public deal record to judge it on.

Read the full profile of Crescit Capital

What they look for

Crescit's published sector thesis covers industrial manufacturing and components, technical and maintenance services, essential infrastructure services, industrial distribution, advanced manufacturing and energy-transition services. It targets businesses in Australia, New Zealand and India, headquartered in Melbourne, with select global transactions considered case by case. Target revenue is $5M-$75M, EBITDA $2M-$10M+, and enterprise value $5M-$100M+, with co-investment capacity available above that range. Crescit is open to full ownership, majority control, strategic minority partnerships or management buyouts, rather than majority-only deals. Its hold period is described only as long-term, with no fixed target. Crescit does not publish an AUM or committed-capital figure, nor a platform/bolt-on acquisition strategy.

Sector focus: Industrial manufacturing & components; technical & maintenance services; essential infrastructure services; industrial distribution; advanced manufacturing; energy transition services — sectors where the firm's operational/industrial experience creates a genuine advantage.
Geography: Australia, New Zealand and India as core markets (headquartered Melbourne, with operational presence in Auckland and Hyderabad), plus select global transactions on a case-by-case basis.
Ownership: Long-term, patient ownership with genuine operational partnership alongside management teams ('we work alongside operators, not above them'); no fixed fund timelines and no forced exits; combines institutional investment rigour with family-office-style patience.
Majority or minority: Open to full ownership, majority control, or strategic (minority) partnership, plus management buyouts; not restricted to majority-only control.
Target revenue: Revenue of $5M-$75M.
Target EBITDA: EBITDA of $2M-$10M+.
Enterprise value: Target enterprise value of $5M-$100M+, with co-investment capacity available for larger transactions.
Investment size: No cheque size distinct from target enterprise value is separately disclosed; the firm states an EV range of $5M-$100M+ and notes co-investment capacity is available for transactions above that range.
Capital model: Permanent/evergreen private capital (trust structure, ABR-registered as a Discretionary Investment Trust) — 'no fund timelines, no forced exits'; combines institutional rigour with family-office patience; co-investment welcomed for larger or cross-border deals.
Hold period: Long-term ownership horizon with no fixed target hold period; the site states success is measured 'in decades, not years.'
Founder ownership: Founded and led by Managing Director Rishi Yerra (MBA Melbourne Business School; Master of Finance (Distinction); Bachelor of Mechanical Engineering (Honours)); no other principals or ownership structure disclosed on the site.

How they run acquisitions

A seller or adviser can approach Crescit through a general enquiry channel on its website. Once invested, it describes working alongside existing management rather than replacing it, with no fixed exit timeline and no forced sale. It states success is measured over decades rather than against a fund clock, with co-investment capacity available for larger transactions. Public materials do not set out a stage-by-stage process, diligence checklist or signing timetable from initial enquiry to close.

Reading the approach

Not every approach means the same thing. A financial buyer might be running a wide net, or might have a specific reason to want your business. Here’s how to tell the difference.

The signal

Routine BD outreach

Genuine acquisition intent

Who sent it
Routine BD outreachAn analyst or associate, often via a generic template or LinkedIn note.
Genuine intentA partner, principal, or the platform's CEO — someone who can actually transact.
How specific it is
Routine BD outreachPraises the sector and your growth in general terms; could be sent to a hundred companies.
Genuine intentReferences your actual product, customers, or numbers — they've done real homework.
What they ask for
Routine BD outreachA quick intro call to learn more and get to know you for the future.
Genuine intentA view on whether you'd consider a transaction, and often an early sense of scale.
Their timeline
Routine BD outreachOpen-ended relationship building with no particular urgency.
Genuine intentA concrete reason they're reaching out now — a fund mandate, a thesis, a nearby deal.
Where it leads
Routine BD outreachAdded to a pipeline and periodically checked in on.
Genuine intentToward an indicative offer, diligence, and a process — if you engage.

Neither is bad, and neither is a commitment. The point is to read the approach for what it is before deciding how much time and information to give it — an early, low-specificity note rarely warrants sharing numbers, while genuine interest is worth understanding properly.

The moves that protect your position

Whatever the intent, a few simple habits keep you in control of the conversation and your information.

Reply politely and keep the door open — you lose nothing by being courteous.
Ask who they are, why now, and what stage of interest this is.
Take your time; a serious buyer will wait for a considered response.
Get your own read on what the business could be worth before discussing price.
Loop in an adviser who represents you, not the buyer, before sharing anything sensitive.

Don’t

Don't name a price first, or react to a number floated casually on a call.
Don't share detailed financials or customer data before there's an NDA and real intent.
Don't negotiate against yourself by signalling how keen — or how nervous — you are.
Don't let a single unsolicited approach turn into an exclusive, one-buyer conversation.
Don't agree to a binding timeline or exclusivity just to keep them interested.

Common questions

Is an approach from Crescit Capital an offer?: No. An approach is an expression of interest, not an offer — it commits you to nothing. Offers come much later, usually in writing as an indicative offer or term sheet, and only after both sides have chosen to engage.
Do I have to reply straight away?: No. There is no clock on your side of the conversation. A considered reply a week later reads better than a rushed one the same afternoon, and a genuine buyer will still be there. You set the pace.
Should I share my financials with Crescit Capital?: Not in a first conversation. An early, low-specificity approach rarely warrants sharing numbers. If the conversation gets serious, information changes hands progressively and under a signed NDA — at a pace you control.
How do I know if Crescit Capital is serious?: Read the approach itself: who sent it (a partner or CEO signals more intent than an analyst template), how specific it is about your actual product, customers, or numbers, and whether there is a concrete reason they are reaching out now. Generic praise that could have been sent to a hundred companies usually means a routine sweep.
Do I need an advisor before responding?: Not to acknowledge an email. But before sharing anything material — numbers, customer names, growth plans — a second opinion from someone whose only job is to represent you tends to pay for itself. An advisor can read the approach, tell you how much interest it really signals, and keep your options open.
What happens if I just ignore it?: Usually nothing bad — an unanswered email doesn't close any doors, and a genuinely interested buyer will follow up. What you give up is information: understanding why they reached out now can tell you a lot about how your business is being seen, even if you have no intention of selling.

Want a second opinion?

If it would help to talk it through with someone whose only job is to represent you — not the buyer — that’s exactly what we do. A short, no-obligation conversation is often enough to know where you stand.

Get in touch Read the full guide: a firm approached me — what do I do?

The truth, first.

General information, not legal, financial, or tax advice. Every situation is different — talk to an adviser about yours.