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Sourcing & Introductions

Selection, not search

At I-Co, sourcing is not a volume exercise. It is a discipline of selection. Thanks to our extended network of professionals, we do not “look for deals”. We identify and introduce opportunities that are compatible with an investor’s mandate, risk appetite and decision framework.

Our sourcing activity is built on a network patiently developed across Europe, Africa, the Middle East and the Caribbean, involving entrepreneurs, investment professionals, public stakeholders and strategic operators.

Each opportunity is selected because it can be defended internally, not because it is available.

Mandate-Driven Selection

Customized selection

Every introduction follows a structured logic.

Before any connection is made, we assess:

• mandate compatibility (sector, geography, ticket size, horizon),
• governance and control expectations,
• execution and downside risks,
• institutional readiness of the sponsor or management team.

This discipline ensures that investors engage only on opportunities worth internal time and credibility.

Due Diligence preparation

Clarity before capital

Before your team opens a file, I-Co works upstream with the target to ensure that the project can be read, challenged and approved efficiently.

Concretely, this includes:

• structuring and prioritizing information relevant to IC review,
• refining documentation to eliminate noise and inconsistencies,
• clarifying governance, decision rights and accountability,
• anticipating key questions raised during internal reviews.

The objective is simple: to enable a fluid due diligence, where critical issues surface immediately and internal approvals move with speed, precision and confidence. This preparation reduces friction, late-stage surprises and execution risk.

Closing Facilitation

Where alignment is built

I-Co works on how projects will be received, discussed and decided upon.

Ahead of negotiations, we work closely with founders and sponsors on:

• deal structure and economic coherence,
• governance commitments and control mechanisms,
• strategic implications of key terms,
• alignment between risk, valuation and long-term objectives.

By anticipating what an investment committee will examine, question and require, negotiations become structured rather than reactive. Closing is not accelerated by pressure, it is enabled by preparation.

International Governance Alignment

Strength from Within

Post-investment, I-Co can reinforce governance from the inside.

As a Women Board Ready certified professional, I can serve as an independent board member, appointed upon investors’ proposal, to support:

• risk oversight,
• governance discipline,
• alignment between shareholders and management,
• long-term value creation.

This role is particularly relevant in multi-jurisdictional or emerging market contexts, where governance consistency is critical to investment performance.

My board-level experience has been forged across Africa, Europe and the MENA region, in environments where clarity of roles and accountability materially impact outcomes.