An operator-led acquirer, not a fund.
Alchemise Capital buys and runs businesses in the human capital economy. We invest our own and our partners' capital, we take control, and we stay involved in how the businesses are managed afterwards.
We have run these businesses. That is the whole basis of the edge.
Alchemise Capital was founded to apply operating experience to a market that institutional capital finds too small and trade buyers find too much trouble.
Our background is in recruitment and skills — building desks, managing consultants, carrying compliance obligations, and dealing with the margin pressure that defines this sector. We know what a good business looks like underneath a bad set of accounts, and we know which problems are cosmetic and which are structural.
That experience shapes how we buy. We do not need a management presentation to understand a business model we have operated. We ask fewer, better questions in diligence. And when we set out a value-creation plan, it is a list of things we have already had to do, rather than a hypothesis.
It also shapes what we are cautious about. In a people business the asset can resign, the compliance risk is existential, and revenue moves with the economy. We price and structure for that.
How we intend to behave
A short list, written down so it can be held against us.
Tell people the answer early
A fast no is more valuable to an owner than a slow maybe. If we are not going to buy your business, you will hear it in days, with the reason.
Do not renegotiate at the last minute
If diligence uncovers something material we will say so immediately and explain the impact. We do not use the final week to chip a price that was agreed months earlier.
Be straight about integration
Acquisition means change, and pretending otherwise is dishonest. You will see the integration plan before completion, including the parts you will not like.
Protect the team's dignity
Staff hear news from someone they know, in a planned way, not through rumour. Where roles change, people are told directly and early.
Keep confidences absolutely
We do not approach your clients, staff or competitors without explicit permission, and we do not discuss your business with anyone who does not need to know.
Own the outcome
We are buying businesses to run, not to package and pass on. If the plan does not work, that is ours to fix rather than someone else's problem.
Who you will be dealing with
Deals here are done by principals. There is no team of analysts between you and the person making the decision.
[Full name]
[Founder & Managing Partner]
[Two or three sentences of biography: current and previous operating roles, the sectors you have worked in, and the specific experience that makes you credible to an owner selling a recruitment or training business. Keep every claim factually accurate — this is the page a seller and their adviser will check hardest.]
[Full name]
[Role]
[Biography. If it is currently just you, delete this second card entirely rather than inventing a colleague — a genuine one-person acquirer reads far better than a fabricated team.]
Advisers we work with regularly on transactions — corporate finance, legal, financial and commercial diligence — are introduced at the point they become relevant.
Why "Alchemise"
Alchemy was the attempt to turn base metal into gold. It failed as chemistry, but it remains a fair description of what a good operator does to an underperforming business.
We are not claiming anything mystical. The transformation we are describing is mundane and repeatable: proper reporting, corrected pricing, shared overhead, a management layer that did not previously exist. What makes it look like transmutation is only that so few of the businesses we look at have ever had any of it.
Every acquisition we make starts with one conversation.
Owners, advisers and intermediaries are all welcome to get in touch directly.