Investment Management
Firm
ZEN'S METHODOLOGY
Strategy
Structure
Approach
Creating solutions for business issues based on the need for short-term piloting expertise and expansion capital. Alignment with investee business, its management, and other stakeholders is critical. Our intention is to identify by consensus solutions that are most likely to generate serious incidental wealth for all parties from the time Zen first reviews an opportunity.
Every opportunity presented is different. Therefore, any structure we propose must be customised to the facts. We prefer to co-invest and share both risk and skill base required for existing members of our network established in 3 continents, over 25+ years. Instead of a formal Private Equity structure with set rules, we make and receive Telephone Equity calls i.e. informal invitations to join in an investment opportunity.
We will assist where we believe we can genuinely add value where companies are managed by “like-minded individuals” as Zen’s Board, i.e. those who can see the "hands on" value we might bring, is at least as important as the capital we expect to invest, alongside management, and other stakeholders.
ABOUT ZEN
Vision
To work with management and invest in early to mid stage companies, focused on alignment with all stakeholders, where we are of the view it is reasonable to believe that working with management, we could create or release substantial additional value, to the benefit of all stakeholders.
History
Zen’s roots are in Asia but are now firmly based in Western Canada. Zen is in the business of release of value from an undervalued position. Our approach has been to assist the building of investee wealth by providing a bridge from short term issues to new peaks of success for businesses.
Giving Back
All holistic growth should give back in some form or another. At Zen we try to empower positive change via an independent BC organization especially in youth and education, where it is made available to those who might otherwise never have such an opportunity.
