Problem Statement
The company had built a scalable product with real-world traction among logistics SMEs, but struggled with:
- Revenue concentration in a few anchor clients
- Fragmented go-to-market strategy and inconsistent pricing models
- Limited brand presence across new geographies
- Lack of institutional financial structuring or co-investor readiness
Despite its strong technology stack, the firm lacked the commercial maturity and strategic positioning needed to compete across regions.
Approach & Process
Capeon entered as a lead capital participant and conviction-led partner, enabling transformation across multiple fronts:
- Strategic capital infusion via structured equity with growth-linked incentives
- Commercial model reset: introduced multi-tier SaaS pricing and performance-linked SLAs
- Full GTM transformation led by Capeon’s internal CMO — supporting brand repositioning, channel partnerships, and digital acquisition roadmap
- Geographic expansion: activated Capeon’s ecosystem to enter the GCC and India
- Syndication enablement: brought in co-investors from Capeon’s family office and institutional network
Capeon also formalized board governance, introduced a fractional CFO from its alliance network, and developed a full-funnel customer lifecycle strategy.
Impact
Over a 15-month period post-investment:
3.2x revenue growth
Monthly churn reduced by 40%
Entry into 2 new GCC markets
Positive EBITDA margin achieved for the first time
Follow-on capital secured from a UAE-based institutional partner
Capeon continues to lead ongoing GTM scaling, governance advisory, and strategic syndication as part of its active portfolio engagement model.