Humolli Capital | Private Equity
V57

Private Equity

Control positions in private companies in Kosovo and the Western Balkans. We buy whole, we operate what we own, and we do not sell.

€8.7B
Total banking sector assets in Kosovo
2026
51–0%
Ownership position
€1–0M
Equity per acquisition
0y+
Ownership horizon
0
Situations we buy
0%
Decisions made in Pristina
Services & Transactions
Executed as principal, with the firm's own capital, under confidentiality at every stage.
Company Acquisitions
Outright purchases of private companies, majority to full ownership, executed as principal in cash.
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Succession Transactions
Acquisitions from founders retiring without a successor. Ownership transfers; the company continues uninterrupted.
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Consolidation & Buy-and-Build
A platform acquisition followed by its competitors, assembling positions of scale under one balance sheet.
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Growth Investments
Controlling stakes in profitable companies constrained by capital. Expansion funded from the firm's balance sheet.
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Recapitalisations
Ownership and debt restructured, partial liquidity delivered, operations continued under strengthened governance.
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Special Situations
Disputed ownership, distressed balance sheets, stalled successions. Priced, resolved, retained.
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The market
A private sector deepening year after year.Find out more
Credit to Kosovo's private sector has grown from a third of GDP to more than half in under a decade. Control capital has not yet followed.
30%40%50%60% 2015201620172018201920202021202220232024
* Domestic credit to private sector. World Bank, IMF, and Central Bank of Kosovo, 2015 to 2024.
What we acquire
Real businesses with real customers. If it has held its market for a decade, we want to see it.
Manufacturing & Processing
Factories with proven products and export potential left on the table.
Construction Materials
Aggregates, concrete, fabrication. The inputs of a building country.
Food & Agriculture
Processing, packaging, and brands the country already trusts.
Distribution & Logistics
Warehousing, fleets, and the import networks commerce runs on.
Retail Networks
Multi-location chains with loyal customers and tired systems.
Business Services
Security, facility management, maintenance. Contracts that renew.
Hospitality & Tourism
Assets positioned for a region that is being discovered.
Energy Services
Installation, efficiency, and maintenance around the energy transition.
Our thesis
Kosovo's private economy was built in a single generation. It is now changing hands for the first time.

The founders who built the country's companies after the war are reaching the end of their working lives. Most of those businesses have no successor, no professional management beneath the owner, and no established buyer to approach.

In developed markets, that moment is routine. An institution acquires the company, retains its people, and holds it for the long term. In Kosovo, no such institution exists.

We are building it, with our own capital, from Pristina.

The mandate
Three situations. One buyer.
Succession
Founders without a successor. We buy the company, keep the people, and carry the name forward. The founder exits with a clean sale; the business keeps operating the next morning.
01
Consolidation
Fragmented industries where five small competitors would make one strong company. We buy the platform first, then the neighbours, and build the market leader that does not yet exist.
02
Growth Capital
Profitable companies that banks will not finance past a certain size. We take a controlling stake, put capital on the balance sheet, and stay for the years the growth actually takes.
03
Founders ask us
The questions every owner asks in the first meeting, answered the way we answer them across the table.
Do I have to sell the whole company?
+
No. Our floor is a majority position; the ceiling is up to you. Many founders sell most of the company, keep a stake, and get a second payday years later when the business is worth multiples more.
What happens to my employees?
+
They are usually a large part of why we are buying. The team stays, and the strongest people typically end up with more responsibility and better pay than before, because the company finally has an owner investing in it.
How do you decide what my company is worth?
+
A multiple of sustainable profit, adjusted for assets, debt, and how dependent the business is on you personally. We show the arithmetic in the written offer, so you see exactly how the number was built, not just the number.
Will anyone find out we are talking?
+
No. Confidentiality holds from the first phone call, in writing if you want it. No staff, no competitors, no market chatter. If we do not reach a deal, the conversation never existed.
Do you buy companies in difficulty?
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Sometimes. If the core business is sound and the difficulty is debt, succession, or a dispute, that is a situation we know how to fix. If the market has left the product behind, we will tell you honestly and quickly.
Why sell to you and not a foreign buyer?
+
Find one first. Foreign buyers rarely come this far, and when they do, decisions move abroad and the company becomes a line in someone's portfolio. We are across the table in an hour, and the company stays what it is: a Kosovar business, run from Pristina.
After the signature
Buying is the easy part. What we do as owners is where the value is made.
A management layer
Most founder companies run on one person's head. We build the professional layer beneath: finance, operations, and commercial leads who can run the company without the founder in the building.
Reporting discipline
Monthly accounts, real budgets, audited statements. The company becomes bankable, which alone changes what it can borrow and what it is worth.
Capital for growth
Equipment, sites, acquisitions of competitors. Growth that was starved for capital gets funded from our balance sheet, at the speed of a phone call.
The name stays
The company keeps its name, its people, and its home. We are not buying it to strip it or move it; we are buying it to run it for decades.
Our own capital in every acquisition. No outside fund, no investment committee abroad, no exit deadline. The buyer you meet is the owner you keep.
Alignment
The platform
Private equity is one arm of a house built to own, build, and finance in this market.
01
Private Equity
Control positions in private companies. Succession, consolidation, and growth capital, held permanently.
02
Real Estate
Land and buildings acquired, developed, and kept. One owner from the first survey to the last lease.
03
Advisory & Capital
Development finance, investment-grade documentation, and structures that make hard projects financeable.
One balance sheet behind all of it. When we buy your company, the whole house stands behind the signature.
“
Every developed market has an institution that buys companies when it is time for the founder to sell. Kosovo has never had one. We are building it, with our own money, in our own city.
Arian Humolli
Founder & Chief Executive
Contact
General enquiries pe@humollicapital.com Selling a company Confidential discussion The firm Humolli Capital
Office Pristina, Republic of Kosovo

Built something?
We buy it whole.

Founders considering an exit, advisors with a mandate, and institutions with a position to sell. Every conversation is confidential and every offer is signed by the same house that will still own the company in twenty years.