01
Permanence
We buy to own, not to trade. The right holding period for a good business is a long one; for a great one there is no right time to sell. Owners who care where their company ends up are our natural counterparty.
Zug, Switzerland · Private investment holding
A permanent home for companies that deserve one.
JAD Holding AG acquires majority stakes in profitable European industrial companies — and keeps them. No fund. No exit. No clock. We add a second home market in the Gulf, and then we get out of the way.
Domicile Zug, Switzerland · Focus industrial technology and real assets · Holding period permanent
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By design
Four numbers that describe us better than a brochure.
∞
Intended holding period for every company we acquire
0
Operating decisions made at head office
2
Home markets a company gains on the day it joins us
10
Working days from figures to a binding yes or no
How we operate
Three rules. We have never needed a fourth.
02
Decentralisation
Head office does not run the companies we own. Managing directors keep their authority, their brand, their location and their team. We ask for one page of figures a month and a conversation when it matters — not a reporting ritual.
03
Capital allocation
The one function we centralise. Cash a subsidiary cannot reinvest at an attractive return comes to us, and we place it where the next attractive return is — in the group, or in the next company we buy.
The difference
A holding company is not a fund.
It has no end date, no exit pressure, and no one to answer to but its owners.
Most buyers of European Mittelstand companies are funds. A fund must sell — in three years, in five, in seven — because its own investors demand it. Every decision inside the company is quietly shaped by that date: which machine is bought, which market is entered, which apprentice is hired.
We have no date. Our capital belongs to three shareholders, and the only result we are measured on is the one we earn over decades. That single structural difference changes what a company is allowed to do — and how long it is allowed to think.
Europe · Gulf
One company. Two home markets.
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German engineering is trusted across the Gulf and rarely present there. Our shareholder base reaches into the Kingdom of Saudi Arabia and the wider GCC — the relationships, the licences and the local partners that a company of eighty people cannot build on its own.
We do not ask our companies to export. We hand them a second domestic market, and the people on the ground who already work in it.
Acquisition criteria
What we are looking for — and what we are not.
We are interested in
- Owner-managed companies in the DACH regionGermany, Austria, Switzerland. The head office stays exactly where it is.
- EBITDA between EUR 1m and EUR 15mSmaller if the business is exceptional; larger together with our shareholders.
- Profitable, for a reason you can nameA niche, a brand, a switching cost, a service network. Consistent earnings, not a projection.
- Industrial technology and real assetsPumps, water treatment, industrial cooling, sensors, valves, building technology and the services around them.
- Succession situationsNo successor in the family is a reason to talk to us — not a reason to sell to a fund.
- Management that wants to stayOr a successor already in the building. Both is better. We do not bring our own managers.
We are not the right owner for
- Start-ups and pre-profit companiesWe admire them. We are not the capital they need.
- Turnarounds and restructuring casesFixing a broken business is a specialist craft. It is not ours.
- Blind auction processesWe work with advisers gladly. We do not bid against a clock we cannot see.
- Minority stakes without a family owner alongside usWe are happy to be the smaller partner of someone who stays. Not of someone who leaves.
- Businesses we do not understandOur circle of competence is narrow on purpose, and we would rather say no than pretend.
One page of figures is enough to begin. You will receive a clear yes or no from a decision-maker within ten working days — and confidentiality either way.
We will not be the highest bidder in every process. We intend to be the last owner in every company we buy.
If you have spent twenty or thirty years building a company, the question you are asking is not what it is worth. You already know roughly what it is worth. The question is what happens to it on the Monday after you sign.
We answer that question in writing before we discuss price. The name stays. The location stays. The people stay. Management keeps the authority it had on Friday. What changes is that the company gains a balance sheet which does not need it to finance the next acquisition, and a second market that has been waiting for what it makes.
Structure
Four verticals. One balance sheet.
JAD Holding AG holds its companies directly and organises them into four verticals. Each subsidiary keeps its own management, its own brand and its own bank account. Only capital moves between them.
I
Industrial Technology
Manufacturers of components and systems with a defensible niche.
II
Real Assets
Land, development and buildings held for the long term.
III
Gulf Distribution
Local entities that sell, install and service group products in the GCC.
IV
Technology & Infrastructure
Selective positions where industry and digital infrastructure meet.
Portfolio in formation · 2026
First conversation
If you own a company you care about, we should talk.
One conversation, under a mutual NDA, with the people who decide. No advisers required, no process, no obligation.