Since joining as a Senior Adviser in September 2007, Peter Chambré has  in a short time shown his leadership abilities to create new business opportunities with 3i and become Chairman of two portfolio companies: 

• Nurtured by 3i from its days as a spin-out, ApaTech is a pioneer in bone graft technology and poised to become a world-leading orthobiologics company.  Peter’s outstanding track record of growing international healthcare businesses made him the ideal person to guide ApaTech through the next crucial phase of its evolution.
• Peter was also appointed Non-executive Chairman of Alpharma API, a worldwide developer and supplier of specialist active pharmaceutical ingredients in the growing antibiotics markets, following the 3i-supported buyout from NYSE-listed Alpharma Inc. in a deal valued at around €250m.
  Peter was previously CEO of Cambridge Antibody Technology Group plc, a world leader in the discovery and development of human antibody therapeutics.  Under his leadership, the listed company successfully transitioned into a profitable product development business, ultimately being acquired by AstraZeneca for around €900m in 2006.

In Peter’s view, 3i is a particularly attractive partner for healthcare businesses: “Because of the strong underlying growth and the opportunities for high returns, healthcare is a fundamentally attractive sector.  To unlock its potential, you have to bring together the right combination of science, people and capital.  3i is uniquely placed to do that because of its breadth of view.”

Peter’s interest in working with 3i stems from the exciting opportunities that arise from its unique deal flow: “3i identifies companies that are at points of change and helps them to evolve rapidly.  That dovetails perfectly with my personal goals.  As a Senior Adviser at 3i, I have the opportunity to tap into the very broad pipeline of deals that 3i’s commitment to the sector and investment strength offers, as well as to generate transactions myself.  This gives me an exceptionally wide range of companies to evaluate.”

“My ambition is to continue to lead healthcare companies through their next phase of successful development and thereby create exceptional returns – I believe that those are goals that can best be met in partnership with 3i.”

As the Chairman of three portfolio companies, Hamdi Conger has a truly global remit.

Hamdi has most recently been appointed the Chairman of Mold-Masters, one of Canada’s most inventive businesses.  The company makes the ‘hot runners’ that enable the manufacture of a vast range of plastic products and is pursuing rapid international growth.

Global expansion is also the hallmark of the two European-based businesses that Hamdi chairs for 3i:

• Hyva makes hydraulic systems for commercial vehicles.  Its revenues have grown three-fold to €446m since 2004 and it has opened new factories in China, India and Brazil.
• AES Engineering specialises in designing and manufacturing mechanical seals.  A seven-times Queen’s Award winner, the company now has sites in 30 countries.

Before joining 3i as a Senior Adviser, Hamdi led growth and turnaround scenarios in a number of world-class companies.  At Alstom, he turned a new business concept into a worldwide division earning €900m revenue a year, while at Allied Signal and Lockheed, he restored major divisions to financial health.

What is it about Hamdi’s approach that enables him to lead companies to exceptional results?  In his own words: “When I want to grow a company, the first thing I do is set the vision for the next five years.  We then train people in how to manage change, and assess where the business needs additional resources to manage growth.

“If you want to achieve your vision, you have to show people how to turn the actions needed into specific steps and get middle management involved in the planning process.  We have to get the sense of ownership, to excite and energise people.”

After 15 years with Unilever, he joined PepsiCo, undertaking a series of senior sales and operational roles, culminating in his appointment as President of the Europe Business Unit.  His next role, as President of Burger King International, saw him accelerate growth in a business that has over 3,000 restaurants in 65 countries.

When Nish chose to work with 3i as a Senior Adviser in 2006, his standout strengths made him a natural candidate for board roles in consumer investments, as 3i Partner Jennifer Dunstan explains: “Having worked with many different retailers, Nish understands every aspect of the value chain from product development to point-of-sale.  His blend of operational strength and strategic insight is rare, and he’s one of the few top executives who is completely effective in a wide variety of cultural environments.”

These strengths have led to Nish playing key roles in two businesses supported by 3i:

• As CEO of UK-based Mayborn, he led the baby products group as it divested non-core businesses, strengthened its branding and product range, and expanded internationally.
• As a Non-executive Director of Chinese fast-food chain Little Sheep, Nish’s contributions helped revitalise the company’s franchise model and prepare it for a successful IPO.

Among the hallmarks that distinguish Ad Verkuyten’s career are his focus on innovation, his leadership of transformational change and his delivery of profitable growth.

Having built one of the leading Dutch retail chains, Hatema, from scratch he went on to reinvent the traditional textile business, Blydenstein-Willink, turning it into the power behind the global Verosol brand.  In 2003, Verkuyten became CEO of private equity-backed testing and inspection group Röntgen Technische Dienst, inaugurating a three-year period that saw the company increase its profits fourfold and assume a leading position in Europe and North America.

When 3i decided to focus on the testing, inspection and certification (TIC) sector, Verkuyten’s track record made him the ideal partner, as Alan Giddins, 3i’s Global Head of Business Services, explains: “In a highly-technical sector, Ad’s standing gave us the capability to differentiate rigorously between TIC businesses, as well as the credibility to be a successful owner.  His depth of understanding helped us know what to look at – and, just as important, what to avoid.”

In Giddins’ view, Verkuyten’s technical skills are matched by his personal qualities: “His interpersonal and leadership skills are among the best I’ve encountered.  He’s very thoughtful, has great energy and shows a truly international perspective.”

In June 2007, Verkuyten’s participation was vital to 3i’s flagship TIC investment, Inspecta.  He was integral to the due diligence process and, since becoming Inspecta’s Chairman, has streamlined operations, enhanced profitability and prepared the company for pan-European growth.  Verkuyten also played a key role in the acquisition of another successful TIC business, Inspicio, in 2008.  As Giddins says, “Would 3i have bought Inspecta or Inspicio without Ad?  Probably not.”