Agile Capital, alongside existing shareholders, will be exiting the Aquatico Group (‘Aquatico’) while ensuring continued growth for the business. Agile Capital has routinely achieved considerable returns by establishing mutually beneficial long-term partnerships in businesses that have carved a specialised niche for themselves and excelled in their fields.

Agile Capital, a private equity business in partnership with RMB Corvest, acquired a significant holding in Aquatico in March 2012.

Aquatico is an environmental monitoring, testing and reporting group which services a range of sectors, with a key focus in mining. Services include the sampling and analysing of water from mining operations, groundwater, dams, and other sources. The business plays a critical role in maintaining the integrity of South Africa’s water quality. Founded in 1999, Aquatico has subsequently grown into a leading environmental monitoring service provider that offers cutting-edge technology and innovation to an extensive customer base.

Tshego Sefolo, CEO: Agile Capital, said that Agile Capital invests in established businesses with proven track records. “We focus on creating long-term profitable partnerships that are both stable and supportive and by partnering with the management team, we facilitated the creation of a significant business in the Testing, Inspection and Compliance (“TIC”) industry in South Africa.”

The business is led by an impressive management team and has strong growth prospects. Aquatico’s founder and chief executive Ryno Erdmann says: “Having successfully worked with Agile, we look forward to working with our new owners in identifying further areas for growth and continuing to extract value from the solid platform established by the existing management team and exiting shareholders.”

“We are proud to have partnered with Aquatico and Agile on this journey – another milestone in our long history of supporting founders and entrepreneurs in building significant business. This exit reflects the shared success that comes from driving growth alongside visionary entrepreneurs,” says Matsebe Thulare, executive: RMB Corvest.

Bidvest was attracted by Aquatico’s market-leading position and its ability to provide customers with a comprehensive range of scientific reporting and other solutions, particularly in the water segment. The exit of Agile Capital and partners, allows for the business to continue to thrive, whilst realising a significant return for all parties.

“Thirteen years after our initial investment the business has expanded onto the rest of the continent and seen an increase in walk-in clients which has contributed to remarkable growth. We extend our gratitude to the management team, particularly Ryno Erdman, Paul Naude and the broader EXCO team, for their invaluable partnership and commitment,” concludes Sefolo.

There can be no doubt as to the importance of supporting the entrepreneur culture and
entrepreneurial thinking in South Africa. With the formal economy having to carefully
manage the geopolitical uncertainty, there is often apprehension around where
businesses poised for growth can obtain funding. While there are a number of different
funding structures available, Private Equity (PE) offers the possibility of partnering with a
team with both the finance and the business sense.

Private Equity can be utilised to fund business growth by partnering with management
teams for sustainability and growth. Reputable private equity firms should certainly be
considered a great option for businesses as a growth mechanism and can use debt as a
lever to enhance growth further. Private equity investors also bring experienced financial
acumen to the table.

Laying Foundations for Growth

Well established private equity firms have real knowledge regarding a number of
industries and are able to add value by helping companies as a sounding board
particularly around strategies for growth. “This can include working alongside
management teams to help unlock business opportunities using established market
networks which allows for collaboration and expansion,” says Liz Kolobe, partner: Agile
Capital. “Taking on non-executive roles means that often corporate governance is also
shaped and improved upon.”

Additionally, regulatory frameworks like the Broad-Based Black Economic Empowerment
(B-BBEE) can be managed and shape businesses into more sustainable ventures. PE in
South Africa is uniquely positioned to enable a strong push for inclusive growth.

“We have seen the role of private equity evolve beyond traditional finance provider, to
encompass an analytical ability. This important tool can be hugely useful to the
management team’s skills set,” notes Kolobe. PE can certainly encourage a more
stringent approach to the various operational reporting and accounts; to give depth by
supporting business strategies; and networks are often a useful tool for attracting and
retaining high-level staff.

Shaping Outcomes

Analysis by the law firm DLA Piper indicates that when providing funding for companies,
PE investments generate a multiplier effect. This means that not only does the industry
serve its shareholders, it also creates socio-economic benefits for consumers. Businesses
backed by PE investments have been shown to grow faster than other types of
companies. This means that PE is able to have a positive impact on both profitability and
employment levels.

Additionally, research in the EBRD has shown that companies that have had some PE
investment have typically sustained high levels of revenue growth over a number of
years; Private Equity is also able to create value through industry expertise, managerial
skill and access to additional financing. This collective knowledge implemented within a
solid framework is intended to create positive financial outcomes and investor returns.

Other research by Norton Rose has indicated that there is a positive outlook for Mergers
& Acquisitions (M&A) in South Africa for 2025. Our improved macro-economic sentiment
along with some fast growing sectors, means there is still an opportunity for solid, stable
businesses to add ‘bolt-on’ businesses to enhance any deliverables (and affiliated
services) for clients. Private equity could certainly be at the forefront of the M&A drive;
not only do the firms have the ability to assist with pipeline as well as assessing whether
they are the right fit, but also the experience to navigate these transactions.

The Right Funding at the Right Time

In South Africa, there is still a significant amount of ‘dry power’ available for private
equity transactions. “Most PE firms have various investment criteria,” notes Kolobe, “and
often private equity are the right partners for businesses that are started by
entrepreneurs and have a family legacy. PE allows for a business owner liquidity event as
well as the opportunity for a long term partnership that leads to business growth fuelled
by local knowledge.”

“At Agile Capital, we are committed to investing over long periods. While most private
equity funds have a 5 -7 year limit, we have longer-term investing strategies as we don’t
have the usual exit pressures,” says Kolobe. Exiting is an important part of the PE
process, and PE firms seek to recuperate any capital invested through dividends and the
disposal of an equity stake. Businesses are starting understand that there is often an
opportunity to utilise private equity to achieve the optimal outcomes (for a business).

The right funding option for any business will always depend on what the business is
seeking to achieve. “Knowing what options are out there and what works best to ensure
a healthy business is the ultimate reward, and reputable PE firms will always look to support an effective management team and steer the business towards long-term success,” concludes Kolobe.

Based in Johannesburg, South Africa, and led by exceptional investment professionals,Agile Capital
invests across sectors in the South African economy. The company has built a substantial, diversified investment portfolio and built long term partnerships, yielding favourable returns for investors. Agile Capital prides itself in being a value adding investment partner. The company is 100% black owned and has significant black women ownership, providing a sustainable empowerment solution to its partner companies. outcomes (for a business).

https://agilecapital.co.za/

https://www.linkedin.com/company/agile-capital-pty-ltd/about/

Franklin D. Roosevelt once said, “A smooth sea never made a skilled sailor.”
This is certainly encouraging for us, as we deal with the choppy waters which include geopolitical risk, economic volatility, and South Africa’s skills challenges. We are well on our way to becoming master mariners.

I’ve found it particularly interesting to see how all markets, both local and international, have retracted and begun focusing more on more of a look local attitude. It’s encouraging to see more application to our local economy, and I believe there are more opportunities for us here at home.

That being said, there are difficulties that must be carefully, tactically, and tactfully managed. Not least of which is mitigating risk! How to manage this is something we are still navigating, and as a private equity firm we have both direct and indirect exposure to lead and govern. It is ongoing, and I believe that our team at Agile and our portfolio companies are up to it. We’ve also seen a rise in capital looking for good assets due to various factors, but as always, our take is one of cautious optimism and selective when we look at assets. Ensuring that we do all our due diligence, discuss honestly and transparently our concerns and the opportunities that we see within our current businesses and those that we have an interest in investing in. We look for long-term commitments – 10 years and more – and always commit ongoing support in navigating challenges

Interestingly, there have been a number of assets coming to market; however, the execution of transactions is challenging and often takes much longer, often due to a value disconnect. I’d encourage you to look at the article on our website by our associate, Ndima Marutha, for a deeper dive into this topic. 

Eyes on Opportunities

I believe that education, healthcare, technology, and the services sectors still have opportunities for local investors. In terms of education, we believe there are opportunities to invest in businesses that are able to provide quality services that are scalable, particularly in the trade and artisan space.
The healthcare industry continues to present unique and niche opportunities. Healthcare is a big topic, as there is a desperate need to make healthcare openly accessible to everyone. Services continues to be a resilient sector in South Africa, and steady, scalable growth is something that remains attractive in any market.

Private Equity Opportunities

Agile Capital has worked with successful entrepreneurs and family businesses implementing MBOs. Management Buyout opportunities can occur in a number of ways, from retiring owners, selling the company to key managers, to an option to access funds for growth, as well as adding reputable BEE partners. Additionally, it presents an opportunity to team up with skilled and experienced professionals, an important resource for any business.

This may even be something that you’ll only be looking at in the next year or two, but it may be worthwhile to speak to one of the Principals at Agile – we have vast knowledge, expertise and are sector agnostic. Planning ahead is a prudent and healthy business strategy – one which we actively encourage.

Regards,
Tshego

The post-pandemic landscape has transformed the relationship between private equity firms and business owners.

Gone are the days of inflated valuations. Instead, a more measured approach has emerged, focusing on businesses with robust fundamentals: sustainable earnings, healthy capital structures, and minimal capital expenditure requirements. This shift represents not just a temporary adjustment, but a structural change in how private equity evaluates and approaches potential investments.

Understanding the valuation disconnect

Private equity firms evaluate businesses through various distinctive measurable factors, seeking companies capable of achieving EBITDA growth while managing debt obligations. However, South African businesses face unique challenges: escalating fuel costs, persistent inflation, low economic growth, and policy uncertainty—all of which impact EBITDA, cash generation and, ultimately, valuations.

When evaluating their businesses, many owners integrate qualitative elements in addition to quantitative factors, which may include their company’s historical resilience through various business cycles, years of personal sacrifice, and emotional investment in building their enterprise. This divergence in valuation approaches often creates a valuation gap between buyer and seller expectations. Understanding this disconnect is crucial for both parties to reach mutually beneficial agreements.

The current market reality

The elevated cost of capital and subdued economic growth have led to more conservative valuations. Private equity firms thoroughly examine historical performance, customer relationships, management capabilities and growth forecasts, and they assess market position, operational efficiency and technology infrastructure as key value drivers. The lingering effects of COVID-19 have complicated valuations further, leading firms to apply lower perpetual growth rates to account for increased risk.

Risk assessment and mitigation

Today’s private equity investments require a nuanced understanding of multiple risk factors. Economic risks include interest rate volatility, currency fluctuations, and inflation impact on margins. Operational risks encompass supply chain disruptions and labour market challenges, while strategic risks consider competitive landscape changes and technology disruption potential. Successful firms develop comprehensive strategies to address these risks while maintaining return expectations.

Bridging the valuation gap through innovative structures

While independent valuation experts can assist, their assessments can vary due to underlying assumptions underpinning the valuation. This has led to the increasing use of innovative pricing mechanisms. Earnout structures or “agterskot payments”, including performance-based payments and milestone-linked considerations, help align interests.

The new partnership paradigm

Modern business owners seek more than just capital from private equity partners. They value cultural alignment, sector expertise, and strong B-BBEE credentials. Financial acumen and strategic input remain crucial, but equally important are the track records of successful partnerships and exits, as well as access to strategic relationships. Governance expertise and commitment to transformation have also become key differentiators in partner selection.

Future trends and considerations

The private equity industry continues to evolve, with increasing emphasis on ESG integration, digital transformation, and market consolidation opportunities. Environmental impact, social responsibility and governance structures have become integral to investment decisions, and technology adoption and innovation potential significantly influence valuations and partnership decisions.

The South African private equity landscape remains promising despite current challenges. Success requires a balanced approach that considers both quantitative metrics and qualitative factors, supported by innovative deal structures and a clear focus on value creation. Those who successfully navigate these challenges while building trust and alignment between parties will be best positioned to capitalise on the opportunities ahead.

By acknowledging and addressing the valuation gap while focusing on shared long-term objectives, both parties can create partnerships that unlock sustainable value and drive business growth. The future of private equity in South Africa depends on the industry’s ability to adapt to changing market conditions while maintaining its focus on creating sustainable value through genuine partnerships.

Investing in the local manufacturing sector is a real opportunity to stimulate the South African economy, mid-market private equity firm Agile Capital partner Liz Kolobe tells Engineering News, adding that the firm is, therefore, targeting niche and differentiated local manufacturers in its immediate growth strategy.

Although there are challenges such as electricity, logistics infrastructure and labour, Agile Capital sees opportunities in specific subsects of the manufacturing sector. She explains that besides the long-term opportunities for South Africa to export finished goods to other countries, investment in the sector will also have a positive impact on the struggling job sector.

“Agile Capital, through its current fund, has significant funds available for local investment and we are currently actively seeking opportunities and businesses in which we can invest,” she says.

She adds that, owing to the fund already being active, once an application is received and all due diligence is complete — and the applicant is found to be a suitable candidate – the transaction can happen relatively quickly. As a testament to Agile’s dedication to the sector, it announced in July that it
acquired a significant minority share in rigid moulded and thermoformed plastic packaging manufacturer Berry Astrapak in April this year.

Agile is already invested in other manufacturing businesses in South Africa, including adhesives supplier Henkel South Africa, which boasts a significant presence in the automotive sector.

Berry Astrapak services several industries, from the personal care product market and food services through to the automotive market. Further, it is well positioned to grow top-line sales and take advantage of African market opportunities.

Some reports indicate that the African packaging market’s size is estimated at $43-billion and is expected to reach $52-billion by 2029. She explains this growth can be attributed to the increasing number of young consumers in Africa intensifying the demand for consumer goods.

“It is also worth noting that sustainability within the packaging industry has become an important topic,” she says. “We pursue opportunities across diverse sectors,” she explains adding that Agile seeks to invest in businesses that have a sound strategy for growth with “solid” operational track records for long-term partnerships. She expresses that Berry Astrapak is well established, and Agile looks forward continuing its journey of growth with the business.

Carbon Tax Outlook

Agile believes that companies will need to educate themselves on the effects of the Carbon Border Adjustment Mechanism (CBAM), being implemented by the EU, and about international clients’ requirements in contrast to local requirements. For example, Kolobe says the international requirements around water quality and the use of wastewater during the manufacturing process could differ from local regulations and guidelines.

She adds the implementation of CBAM may be an opportunity to raise quality standards in certain industries, specifically around waste production, circularity and recycling. Although there may be some initial strain, relating to the understanding and implementation of the various requirements, once manufacturers figure out how to manage these obligations, there may be an opportunity for growth – particularly for exporting companies, which will continue to benefit from favourable exchange rates.

While most businesses already have environmental, social and governance policies in place, they would also now need to take responsibility to plan for CBAM within their sector and ensure that sustainable implementation happens.

“It would certainly be something Agile Capital would take into consideration when seeking to invest in businesses that have significant exposure to this risk – locally or internationally,” she stresses.

Critical Criteria

Although Agile has the funds readily available, manufacturers will still need to comply with Agile’s investment criteria. “Firstly, obviously, the applicant company must be integral in a sector that is of interest to us,” Kolobe says.

After ascertaining this, Agile then looks at the business’s earnings before interest, taxes, depreciation and amortisation (EBITDA).

She points out that a solid management team is often the key to success and a “good fit” is required.
Agile Capital also looks at the financial history of the business, including its profit history and future growth prospects.

“Our standard requirement is that this should be at least R40-million a year” she says, adding that the company is willing to look at companies with a lower EBITDA, should the business fit into a sector that Agile is keen on investing in, or with one of Agile’s current investee companies.

Once it has established that the partnership is one it would like to pursue, it meets with the company’s management, to see if the team aligns with Agile’s philosophy and ethos. “Our focus remains on established business with demonstrable track records and tangible growth prospects,” concludes Kolobe.

“Agile Capital , through its current fund, has significant funds available for local investment and we are currently actively seeking opportunities and businesses in which we can invest. ”
– LIZ KOLOBE

Successful entrepreneurs will seek to exit a business for many reasons, and there are several different routes. No matter the reason, business owners must plan carefully, as this process will include finding the right partners to ensure success.

Private Equity (PE) is worth considering, especially if it can include a Management Buyout (MBO) as an exit strategy.

PE teams will always seek to invest in businesses with a solid, established track record and room for organic growth. Most PE companies are sector agnostic, but a few have carved a specialised niche for themselves. Business owners should do some homework before approaching any organisation for initial discussions.

Why consider an MBO?

When entrepreneurs grow a business, they surround themselves with like-minded individuals committed to the company and build up the ideal team over time.

This team is typically made up of people who deeply understand the business, from products and services to staffing and business objects.

It’s worth noting that as part of any exit strategy, there needs to be a successor in place, preferably one who is already running the business before the final exit. This presents the perfect opportunity for an MBO as the management team remains in the ideal position to ensure a company remains viable and sustainable, and they become shareholders alongside PE partners.

PE investors are unlikely to invest in a business where the founder is still in charge and plans to exit fully. Investors typically look for a clear and tested business strategy, especially regarding succession planning.

MBOs in corporate structures

Other circumstances where MBOs are common are where a business forms part of a more significant corporation or group but is run independently by its management team. The management teams often get to a stage where they want their independence and recognise that they have all the skills to make the business successful.

PE partners are ideal for such teams as they can bring financial muscle and other added value to a relationship. PE investors will back such management teams to take over the business they know and have run for many years and become shareholders alongside them to ensure alignment for the next stage of their business.

Many PE firms prefer or are more receptive to an MBO, as it maintains customer confidence and relationships and can mitigate any risk factors inherited by a new owner. Appreciating the industry-specific knowledge embedded in existing executive management cannot be underestimated in a PE partnership. It also ensures that PE partners have first-hand knowledge of clarity around business goals and objects that are key for sustainability and growth within the business.

Exit strategy

In the context of any exit strategy, it is essential to understand the complex and diverse universe of buyers that may be out there in the market. This includes any specific requirements of a potential buyer, for example, empowerment requirements, or a buyer who does not compete with key clients.

…management teams often get to a stage where they want their independence and recognise that they have all the skills to make the business successful.”

As a key local PE player, we also recognise and support Black Economic Empowerment (BEE) as an imperative, as it is an integral part of doing business in South Africa. There is immense value in a real BEE partnership, and it should be part of any serious considerations management teams bear in mind when looking for a PE partner.

Added value

PE partners should be able to offer additional benefits beyond the much-needed liquidity. The added value would include access to skills and expertise that the selected PE team would bring to the business post-investment, the ability to assist with effecting structure, good corporate governance and inorganic growth through acquisition where either party identifies these opportunities.

Any management team looking to accelerate business ownership would do well to look for a PE team that is mutually aligned to generate success.

South Africa is grappling with a host of well-documented challenges (i.e. high interest rates, elevated inflation levels, high unemployment rates, etc.). However, times are seemingly changing, and businesses need to reconsider their strategies, reinvent themselves and focus on core parts of their operations to potentially take advantage of possible available opportunities yet to come. Mergers and Acquisitions (M&A), mainly spearheaded by Private Equity firms, is a key instrument, mainly through divestitures and management buyouts, that companies can use to position themselves for growth, focus on core operations and ultimately navigate South Africa’s competitive and challenging economic landscape.

Central to the divestiture trend among prominent South African corporates is the rise in interest rates. The South African Reserve Bank (“SARB”) raised the repurchase rate (repo rate) over the course of 2023 to levels not seen for over 20 years in an effort to combat increasing inflation. However, the recent decision by the SARB to keep the repo rate unchanged has been viewed positively, with expectations of continued cooling inflation and potential rate cuts in the near future. The repo rate cuts could create a more favorable environment for increased M&A activity and enable South African businesses to operate more effectively. 

Higher interest rates are driving up shareholder required returns and in response larger diversified corporations are slowly sloughing off businesses that do not form part of core operations. While motives for divestiture vary, selling non-core assets sharpens a business’s focus by returning emphasis to core operations, improving the company’s capital structure, and ultimately increasing shareholder value and returns.  

Private Equity firms can play a pivotal role in these transactions. While challenges remain, a reputable Private Equity firm can be a valuable resource that a divested company’s management team can leverage to assist the company in growing and possibly entering other verticals in its market. 

Despite the current uncertainty at home and abroad, the appetite for mergers and acquisitions in South Africa remains positive. We are currently seeing a healthy appetite for M&A activity in the logistics, insurance, consumer goods and services, and renewable energy sectors. In addition, there has also been interest from international organisations who see South Africa as a ‘jumping off point’ for the rest of Africa, witnessed through recent transactions between Pioneer and Pepsi and the sale of BevCo to Varun Beverages.

Many Private Equity firms like ourselves at Agile Capital, participate in M&A transactions through traditional buyouts and buy-ins, buy-and-build platforms, and black economic empowerment transactions, through partnering with other Private Equity firms in the market or solely through Agile Capital Fund four.

In conclusion, despite South Africa’s economic challenges, the current environment presents significant opportunities for businesses to realign their strategies and focus on core operations. The stabilisation of interest rates and the resulting potential for lower rates create a favourable climate for increased M&A activity, primarily through divestitures. Private Equity firms, with their resources and expertise, are well-positioned to facilitate these transactions, thereby supporting businesses in achieving growth and enhancing shareholder value.

Berry Astrapak is a specialised manufacturer of an extensive range of rigid moulded, and thermoformed plastic packaging products serving the African market. The Group has manufacturing operations in Gauteng, Western Cape and Kwa-Zulu Natal and focuses on innovation-led growth in plastic packaging.

Astrapak’s growth has included the acquisition of the business in June 2017 by the RPC Group which then spent several developing years as RPC Astrapak (Pty) Ltd.  Due to the nature of the business, manufacturing capabilities and good supply chain, the Berry Global Group, Inc. subsequently completed the acquisition of RPC Group Plc in June 2019.

Astrapak services a number of industries from personal care products, food services right through to the automotive market. The organisation is well positioned to grow top-line sales to take advantage of African market opportunities.  Some reports indicate that the Africa Packaging Market size is currently estimated at USD43 billion and is expected to reach USD52 billion by 2029.  This is attributed to the increasing number of young consumers in Africa particularly, intensifying the demand for consumer goods. It is also worth noting that sustainability within the packaging industry has become a significant selling point.

“We pursue opportunities across diverse sectors,” explains Liz Kolobe, Partner: Agile Capital. “We seek to invest in businesses which have a sound strategy for growth with solid operational track records and solid management teams for long term partnerships.  Berry Astrapak is well established and we look forward to continuing the journey of growth with the business.”

“Agile Capital was a good cultural fit for us, we see them as part of a strategic edge for the business,” says Craig Matthews, Managing Director: Berry Astrapak. One of the cornerstones of the Group’s B-BBEE strategy is to partner with appropriate companies for specific initiatives which fits neatly with Agile’s philosophy that the right BEE partner provides more than just credentials within a given transaction.

“Our experienced executive team brings diverse skills to this partnership and we view this transaction as a remarkable opportunity to make a substantial contribution to the South African business landscape”, concludes Kolobe. 

Mid-market private equity firm Agile Capital asserts that investors have a great opportunity to make sizable investments in the water sector and contribute towards the advancement of sustainable water solutions.

It invests across several industries in South Africa and uses its networks across the mining, financial services, engineering and environmental industries to identify and originate transactions.

Its investment approach entails researching and identifying companies that provide services and products required in the economy and for businesses in various sectors. Agile has, for example, identified services pertaining to water quality – such as water testing, water treatment and water storage solutions – as good investment opportunities.

The firm stresses the importance of investing in scalable businesses that supply equipment and water testing services to the private sector as well as to public water-management authorities, while identifying that private-equity investments can consolidate and improve the effectiveness of businesses in this sector.

In acknowledging the negative impacts that mining, manufacturing and energy generation can have on the environment, Agile highlights the need for water to be tested regularly to ensure that any contamination is treated and water is sustainably managed.

“Agriculture is dependent on clean running water, and contamination can have far-reaching effects on crop quality and yield, livestock, food security and other sectors that rely on agriculture for growth,” says Agile Capital partner Liz Kolobe.

Agile is invested in water testing and environmental management company Aquatico as well as energy and water engineering consulting company BBenergy. Aquatico tests water for mines in line with mine and water-use licence stipulations, and has laboratories in Gauteng, the Western Cape and the Northern Cape.

BBenergy, through its subdivision BBwater, assists clients in implementing more responsible water practices and water management systems. The company stresses the importance of using treated wastewater as a cost-effective and reliable source of water and reducing the demand on surface and groundwater sources.

Kolobe says public–private partnerships in the water sector will help expedite the process of improving water quality in the country, as mining and agricultural companies that rely heavily on water are now presented with an opportunity to secure their supply and quality, as well as regulate their use and treatment of water.

“For the private sector to invest, and to ensure good business principles are implemented, is a win-win situation, as this increases its ability to aid the effective development of infrastructure that works.”

Kolobe notes that, although government is responsible for the basic infrastructure of water services, it does not have the capacity to solve all the water infrastructure problems from either a financial or skills perspective.

The firm remains hopeful that there will be more investment in the sector, highlighting that providing secure and good-quality water impacts on the ability of a company to operate sustainably and grow its operations.

As a sector-agnostic private investment business, Agile will continue to deploy its capital to grow reputable and sustainable companies that consolidate their presence and reputation in the country.

The strategic support and liquidity that Agile Capital offers allows for slow and steady growth and often means that the investee businesses expand further into sub-Saharan Africa. 

Edited by Nadine James
Features Deputy Editor