M&A Intelligence for Spain’s Logistics Market.

A freight forwarding company founded in the mid-2000s. Two partners in their sixties, with the entirety of their wealth concentrated in the business they had built. No clear succession. No plan for what came next.

The entry was discreet — a minority stake, management professionalisation, appointment of executive leadership. The company grew from €1M to €4M in revenue in a few years.

When the time came, the founding partners sold to the right buyer. An orderly exit. A real retirement. The business remained alive and grew to €8M.

A freight forwarder with 15 years of history, built from scratch by its founder. A solid client base, a specialised team, real profitability. And an entrepreneur who had given everything and deserved a dignified exit.

The transaction was an integration into an international group with a two-year transition. Clients didn't notice the change. The team found its place in the new structure. Nearly €3M of new profitable revenue incorporated into the group. Zero noise. Zero talent flight.

A company in Zaragoza, €2M in revenue, a founder ready to close a chapter. A local market with real potential but without the structure to develop it.

The transition lasted two years — without rush, without rupture. The business became a dedicated office with local identity, led by members of the original team promoted to run it. A new regional platform with tracking, metrics and the capacity to evolve on its own.

A small freight forwarding team in southern Spain. No financial muscle, no resources to grow on their own. But with something money can't buy: real client orientation and a way of working that set them apart.

The integration preserved the goodwill intact. The local leader moved on to lead at national scale. Technology and digitalisation were incorporated. Growth followed on its own — 40%, 50% a year, sustained, even from an already broad client base.

A transport operator in northern Spain. Dozens of trucks, years of trajectory, clients that trusted him blindly. Everything ran through him — decisions, calls, problems. No real delegation, no processes, no digitalisation.

The numbers reflected it: three, four years without growth. His health starting to take its toll. One day he raised his hand and asked for external help.

In six months: strategic plan, team professionalisation, digitalisation of processes. The results came faster than he expected. The company he was about to give away turned out to be worth much more than he thought.