PERCEL selectively considers businesses, real estate and hospitality projects, and other entrepreneurial partnerships. The category alone is not decisive. A sound foundation and a clear fit are.
Our focus is on entrepreneurs who want to build, develop or lead something into a new phase. A clear idea, personal energy, a willingness to take responsibility and a genuine fit matter—whether a venture is just beginning or already has established substance.
This may be an early business idea or the further development of a young company where the stance, roles and our potential contribution genuinely align.
We consider distinctive places and concepts where location, economic fundamentals, sustainability and the supporting infrastructure work together. Real estate develops its quality over longer periods; design and atmosphere do not replace a viable concept.
Examples include selected holiday, hospitality or use concepts where place, quality and long-term economic viability genuinely align.
Technology is not treated as an end in itself, but as a tool for better systems, more grounded decisions and more effective execution. For software and technology-led business models, an early exit can also be the right entrepreneurial outcome.
Particularly relevant are solutions that improve real processes, support decisions or develop existing business models in a meaningful way.
PERCEL is open to selected joint ownership positions and entrepreneurial opportunities where roles, interests and governance are clear and where PERCEL can make a realistic contribution.
This may be a joint venture in which capital, experience, technical understanding and operating responsibility work together meaningfully.
PERCEL does not work to a rigid template. This outline shows which situations may fit, how we can contribute and where a partnership is less likely to make sense.
Ownership structure, scope and the specific role are not imposed in advance. They emerge from the venture and an arrangement that is viable for both sides.
Please do not send confidential or extensive documents as part of the initial contact. A brief outline is sufficient.
What matters is not the category a venture falls into, but whether it can become a viable shared task.
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