We invest in early-stage and growing companies with a proven product and demand. Beyond capital, we bring what we have been through ourselves: building a company, acquisitions and a successful exit.
We are not looking for another app. We look for companies built on a real product, real customers and good execution. That is where we can help the most.
A field where people have been paying for the product or service for decades. An existing product, an existing market, existing competition. Innovation is welcome, not in the technology itself but rather in how the product or service is delivered.
Technology as a tool: yes. Technology as the product: no.
…and other fields with proven demand.
The product is already on the market and demand is proven. The company is not stepping into the unknown.
Success rests on execution and commercial strategy, not on expensive research.
The product is already selling and the customer base is growing.
The cash flow plan is more reliable than with tech startups.
A new company in an existing market faces less uncertainty than a tech startup.
We help with running the company and with the personal growth of its founders.
The company is cash flow positive, or realistically will be within two years.
We only enter industries where we will be able to exit well.
All three of us have built, bought and sold companies. We know what Monday morning looks like in a growing business.
We founded NeoZone Collective in 2025 after selling our own companies. We invest our own money and, with it, our own experience: from the first customers through dozens of acquisitions to the exit. We are not a fund that waits for results. We are entrepreneurs who know how to get there.
We bring know-how from building, acquiring and selling our own companies. We don't run your company for you, but we are there for the important decisions and help where you need it most.
We help with the plan, priorities and team set-up.
Reporting, cash flow planning and data-driven decisions.
Experience from our own companies, network, banks and other investors.
We only invest where we can add more than money.
Growth capital, a partial buy-out or seasonal financing.
We agree on the exit goal and strategy right at the start.
A school, shops, clinics. Companies that serve real customers every day.
Entrepreneur, company operator and founder of Twigsee, which she merged into Bakaláři.cz. Helps companies find their way to customers and set up sales. Founder of several non-profit projects.
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Founder of Webglobe. Led the company through 24 acquisitions with Sandberg Capital, all the way to its sale to group.one, backed by PE funds Cinven and OTPP. An investment and M&A professional.
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Finance professional from EY Czech Republic and PwC New Zealand, later COO of Webglobe. Helps companies manage (not only) their finances, optimise operations and stay on top of their data.
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Expert in finance and data analytics with experience in audit and banking. Supports our companies in projects related to finance, operations, data and legal matters.
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Founder of the non-profit organisation DASATO, with extensive experience from both the non-profit and commercial sectors. Helps companies with project management and business development.
LinkedIn →A pitch deck and key numbers as a business plan in Excel, via the form below.
We review your project and let you know whether it is relevant for us. If it makes sense, we meet.
We go through the business, numbers and team, and propose fair terms.
Capital is just the start. Then we work together on strategy, sales and management.
Put simply: the company would work even without technology, just not as well. If it has nothing to sell without technology, it is a startup, and that is a better fit for VC funds. We look for companies that do not have to become unicorns but do great work in their region and can keep growing. Yes: a private school with a different approach to teaching, a chain of veterinary clinics, a toy retailer with its own brand, a furniture maker, a bakery, a car repair shop or a cleaning company. Rather not: a mobile app, a SaaS platform, an online marketplace, fintech, crypto or biotech.
Yes, if it sells products with proven demand. An e-shop is a sales channel, not a tech product. We do, however, prefer businesses that have another sales channel besides the e-shop, such as physical stores, market stalls or wholesale. A good example is Hugo chodí bos from our portfolio, which combines physical stores with an e-shop.
Yes. Developing new products, collections or recipes is a normal part of manufacturing. It only doesn't fit when the company's success depends on long and expensive research, such as a new drug or deep-tech hardware.
Probably not. Even if the customers come from traditional industries, the product is software and the company works like a tech startup. VC funds are a better fit for such companies.
Yes. The business is fitness and the app is a tool that improves the customer service. That is exactly what we mean: technology as a tool, yes; technology as the product, no.
Up to EUR 1M. The exact amount depends on the company's needs and the stake we agree on. The investment can combine growth capital, a partial buy-out or financing of seasonal swings.
If the business fits us strategically and in other respects, we can syndicate with other investors and invest a larger amount. It is decided case by case.
A significant minority (30% or more) or a majority stake. We prefer the founder to stay in the company and share in its further growth, but in specific cases we can also operate without the founder.
Ideally yes, or it should have a clear path to break-even. We are not afraid of companies that are not yet profitable and need help getting there. We do not finance companies with no revenue.
Unfortunately, in that case not yet. We need the company to already have some revenue. We recommend approaching angel investors first and getting in touch with us at a later stage.
No. You keep running the company. We are there for the important decisions, help with strategy, numbers, sales and management, and expect open collaboration and regular reporting.
We typically work with a horizon of around five years; in specific cases it can be longer or shorter. We agree on the exit strategy right at the start, including the timing and whether you, as the founder, exit with us or not.
We can exit together, and in that case we will help you get the best terms. We know how to do it. It can be a sale to a strategic buyer or a financial investor (a fund). If you prefer to stay in the company, we can also sell just our stake. A buy-back of our stake by the founder is also an option. All of these options are on the table and we will go through them together.
Yes, across the whole CEE region from the Baltics to the Balkans. Our primary focus, however, is the Czech Republic and Slovakia.
One or two other shareholders are fine. Companies with many existing investors and a complex ownership structure are not a fit for us. Our minimum stake of 30% or more also has to be taken into account.
Yes. Buying out an existing shareholder is one of the situations where we are happy to help.
We read every project and get back to you. If it makes sense, we meet. The length of due diligence and negotiations depends on the complexity of the company, usually several weeks to a few months.
We treat all materials confidentially and use them only to evaluate your project. If you ask us to, we will delete all materials after the evaluation.
Send us some basic information. We read every project and always get back to you, even if the answer is no.
Besides the pitch deck, please also send us the key numbers in Excel: historical results and the plan for the coming years. It saves time for both sides.
We value honesty, keep our agreements and treat everyone fairly.
