Before the transaction, the company had successfully and professionally carried out a generational transition whereby the second generation ran the business and even the Managing Director position was assuming by a professional executive out of the owner family.
A high level of professionalization in the company (team, business process, ERP system, business strategy,….) became the company as a unique platform to lead the development of a larger and more diversified group around the products for the bathroom, giving enough comfort to the investor to address the plan.
Additionally the ability to replicate the successful experience of managing subsidiaries in third countries was an opportunity that the company wanted to take advantage about it by scaling up to other complementary products (a few months later a shower tray company named Fiora was acquired).
Otherwise the alignment between the company and the investor with respect to the strategic opportunity from the very beginning helped both parties to define the shareholders agreement that would ensure the implementation of the plan.