We don't
do hands-off.
Active investing isn't a marketing claim — it's our default mode. Here's what that actually means when you take the call, sign the term sheet, and start building.
Most growth investors say they're "active." Most growth investors are not. Most growth investors take a board seat, send you a quarterly questionnaire, and drop a Slack message every six weeks. We're not most growth investors. When we put capital in, we put hands in.
We get on the plane.
Our default isn't a board seat and a quarterly check-in. It's a flight, a whiteboard, and a team of operators who've shipped before. When a portfolio company hits a wall — pricing, hiring, an enterprise deal that's slipped three quarters in a row — we don't ask for a deck. We show up.
That's not a slogan. All seven partners spend most of their time inside portfolio companies, embedded with management, working the actual problem. That's the part that doesn't fit on a website, and it's the part that matters.
Pull quote (36px, italic-green on operative word, pink left-border) "When the building's on fire, we book the flight. Not the consultant."
What this looks like in practice: shared Slack channels, weekly working sessions, exec hires we recruit ourselves, customer intros from our network, and the unglamorous middle-of-the-night calls when something breaks. The portfolio knows the difference.
---
Build. Buy. Merge. Spin.
Organic growth is the foundation, but it's rarely the whole strategy. We're aggressive on M&A when the math works — adding adjacent products, consolidating fragmented categories, picking up talent and customers in the same trade.
We've spun out non-core divisions into standalone businesses. We've combined two competitors into a category leader. We've added a third leg to a product line that needed scale to defend itself. We don't pick a single playbook — we pick the one that gets the company where it needs to go.
And we have no fund mandate that limits us. If you want us on the cap table, we'll find a structure that works for your company, your timeline, and your other shareholders. "That doesn't fit our fund" isn't a sentence we say.
---
We've made the mistakes already.
We've shipped products that didn't ship. We've raised rounds that didn't close. We've hired execs we shouldn't have hired and held on to ones we should have let go. We've had pricing experiments tank conversion. We've had the EU regulator call.
That's the experience we bring. Not a McKinsey deck, not a financial model — scar tissue. We've learned the hard way what it takes to build companies in the Nordics, and our portfolio gets the benefit without paying the tuition.
We met building Reaktor in the nineties. We sold it to Knowit in 2010. We took the money we made — Roger, Geir, and Henrik — and put equal amounts into a new investment vehicle. That's Amp Eleven. Same operating partners, same skin in the game, same way of working. Twenty-plus years in, the only thing that's changed is what we're building.
Pull quote "We're not telling you what to do. We're telling you what we already screwed up."
Founders we work with hear the same thing on day one: we'll be honest, we'll be available, and we'll never make a decision behind your back. The relationship is the product. Everything else follows.
---
Three commitments,
one operating model.
Partners in the room.
Our partners aren't visitors. They sit inside portfolio companies on a weekly cadence, working the live problems with management — not reviewing decks at quarter-end.
Seven partners. No analysts.
Every person on the cap table is a partner who's run a business before. No associate filter, no analyst review. The team that signs the term sheet is the team that shows up in the boardroom on Wednesday.
Structures that fit your company.
We're owned 50/50 by partners and Verdane. That gives us the flexibility to write checks of every size, take majority or minority stakes, and structure deals around what your company actually needs.
If you wanted a board observer, you'd have called someone else.