A Founder’s view: too young to exit, too alone to grow
By Jerome France, Founder & CEO, EMI Group
Over the past two decades, I’ve met hundreds of industrial entrepreneurs — people who built solid, profitable companies with little more than grit and expertise. Many of them aren’t ready to retire. But they also aren’t ready to keep carrying the weight alone. These are some of my reflections about what I see happening across the SME landscape today — and why we created EMI Group to offer a different path.
“Too young to exit, too alone to grow” – the silent struggle of industrial SME owners
A new kind of dilemma
Across warehouses, production floors, and logistics offices, a quiet but widespread reality is taking hold. Thousands of SME owners in the industrial sector — often aged between 45 and 60 — are facing an unusual challenge.
They’re not struggling. On the contrary — their businesses are solid, profitable, even growing. But they’re stuck.
They’re too young to sell, but too isolated to scale.
They don’t want to leave the business — yet they feel increasingly alone, carrying all the weight of leadership and growth. It’s not about burnout. It’s about stagnation.
The illusion of self-sufficiency
“I’ve run this company solo for 20 years.” Yes, and that’s an achievement. But today’s economy is different.
Industrial leaders face:
- Increasing regulation and compliance pressures
- Supply chain volatility
- Rising labor costs
- Technological disruption
- Environmental demands
Add to that a new wave of competitors: consolidated, digitalized, well-financed groups entering even the most traditional markets.
In this environment, operating in a silo becomes more than exhausting — it becomes a growth trap.
The limits of organic growth
Want to launch a new production line? Expand geographically? Recruit an executive team?
All of that takes time, capital, and risk — especially when you’re doing it alone.
The traditional options aren’t appealing:
- Selling 100% of your company to a fund often means losing control.
- Taking on debt might strain your cash flow.
- Hiring senior talent costs more than you can justify alone.
That’s exactly why we built a different model at EMI.
The EMI Group model: smart consolidation with human roots
I believe there’s a better way — one we’ve shaped at EMI together with entrepreneurs who were looking for more than an exit.
Instead of forcing a full exit, we offer a structured partnership:
- We acquire 60 to 80% of your company’s value.
- You stay in charge and continue leading the business.
- You reinvest the remaining value into EMI’s group platform.
- You benefit from shared governance, reporting tools, and operational support.
The result: you gain financial security, operational leverage, and a clear path to a total exit down the line — typically in 5–7 years.
Staying entrepreneurial — with less isolation
To me, this isn’t a buyout. It’s a strategic alignment — built on trust, autonomy, and long-term value.
You:
- Retain day-to-day leadership
- Gain access to EMI’s industrial and maintenance expertise
- Join a structured, high-performing group
- Secure your personal future — without walking away prematurely
It’s the best of both worlds: independence with backing.
Why now?
The next decade will bring massive shifts:
- Supply chain automation
- AI and predictive maintenance
- Energy efficiency standards
- ESG regulations
Standing still is not an option. But going it alone is exhausting and risky.
Joining a platform like EMI Group allows you to move forward without sacrificing your role — or your identity as an entrepreneur.
Don’t wait for the breaking point
If you’ve ever thought, “I’m not ready to sell, but I can’t do this alone forever,” then you’re not alone.
This is exactly who we had in mind when we created EMI Group. It’s not about selling out — it’s about building smart, together. With structure, clarity, and respect for the entrepreneur behind the company.
