Avensus is an ICT company with focus on Critical Infrastructures. By a mix of 'professional excellence' and 'best-in-class technology', Avensus is able to realize leading solutions in the field of high-grade security as well as server-based computing. The revenue is a good mix of Consultancy, Projects and Services.

By the end of 2005, after a successful exit of Centior, Avensus became one of the VC&C portfolio companies. Having disappointing results, a drastic turn-around started in 2007. Mid 2008, VC&C initiated a management-buy-in. A new CEO (Ed Trautig) supported with additional capital, completed the turn-around and focused on further growth.

Early 2011, Avensus has been sold to a strategic, stock-listed IT company from India: Omnitech. With her focus on managed services and cloud computing, Avensus is of strategic value to the future growth of Omnitech, especially in Europe.

Lantech realizes secure ICT networks and offers 24/7 service contracts to companies, schools, non-profit organizations, ISPs and government. All organizations that require secure and continuous access to ICT infrastructures from the office or at home or mobile, are targeted. Lantech can realize these secure networks through an innovative product portfolio in combination with experienced specialists. The 24/7 service organization is able to offer the required continuity in The Netherlands as well as other (European) countries.

The previous managing shareholders wanted to sell-of the company in 2006 and asked VC&C to arrange this. However after a quick-scan, it appeared that the company could not be sold shortly and that the required pre-conditions had to be met first. These included less dependability on the current managing shareholders as well as professionalizing the commercial- and delivery processes.

From 2006 onwards, VC&C had an active board position, and in combination with weekly based value management, this resulted in concrete and intrinsic value creation of Lantech. The sales- and delivery process were defined and implemented, performance management was introduced and new management team members were attracted.

In 2009, the revenue had increased with 300% and the EBT grew to 20%. Since it was much less dependable on the founders, it was ready to be sold. By the end of 2009, the company was sold to the new management and a new investor (TIIN Capital). Also VC&C became a new shareholder, and arranged the MBI-financing with Rabobank.

Centior was a professional ICT company with focus on Server-Based Computing (Citrix, Terminal Server, etc.). Its proposition comprises a combination of Projects and Services. Despite this focus, it appeared to be difficult to scale up and reach a high profitability level. The organization got stuck around 30 FTE, € 3 million in revenue and an EBT of around 3%.

From November 2003 onwards, the founders of VC&C had a leading role in the management team, responsible for strategy, marketing and finance as well as hands-on execution towards intrinsic value creation. In the two years thereafter, Centior transformed into an ICT company which was much more customer centric before and with focus on value-based pricing and more recurring revenue. This resulted in a revenue growth of 33% and a profit growth of more than 800% (to an above-market average EBT of 20%).

To realize more growth, and keep the same profitability, a more strategic partnership with a larger player was necessary. VC&C had a leading role in the strategic acquisition of Centior by Avensus at the end of 2005, including the required acquisition funding from a formal investor and a bank.