H.I.G. Capital

Founders Sami Mnaymneh and Tony Tamer remain executive chairmen, while Brian Schwartz serves as CEO. The private equity platform is led by co-presidents Rick Rosen and Douglas Berman. Regional and strategy heads — including Camilo Horvilleur for US small-cap and growth buyout, Wolfgang Biedermann for European private equity, and Fernando Marques Oliveira for Latin America — manage investment committees and day-to-day deal execution within their respective mandates.

H.I.G. relies on 18 offices across four continents, each staffed with local senior dealmakers who maintain relationships with founders, intermediaries, and corporate sellers. Its focus on the sub-$1 billion enterprise-value segment puts it in competition with fewer mega-funds, and its ability to handle complex carve-outs, turnarounds, and recapitalizations often brings it off-market opportunities that purely financial buyers avoid.

H.I.G. is a multi-strategy alternatives platform. It runs distinct strategies in US lower middle market, US middle market, European middle market, Latin America, growth equity, H.I.G. Advantage (credit/equity hybrid), direct lending, special situations credit, and real estate. Each strategy has its own leadership and fund series, but they share origination networks and operational resources.

H.I.G. is a direct investor across its private equity, credit, and real estate strategies — it does not market a fund-of-funds product. However, the firm manages multiple committed-capital funds that institutional LPs invest into, and the private equity team historically has done co-investments alongside those funds when deal size necessitates partners.

H.I.G. targets the full middle-market lifecycle: management buyouts of mature profitable businesses, growth equity for expanding companies, turnaround and distressed situations, recapitalizations, and public-to-private transactions. Its H.I.G. Advantage strategy provides structured capital that blends debt and equity for companies in transition. The firm typically writes equity checks for businesses with enterprise values from $50 million to $1 billion.

H.I.G. does not publish an explicit exclusion list, but its portfolio shows limited exposure to early-stage venture, pure-play biotechnology, and extractive natural resources. The firm's healthcare activity clusters in services, contract manufacturing, and devices rather than drug discovery. There is no disclosed mandate to avoid any specific sector, though its deal criteria require proven business models and motivated management teams with material equity ownership.

Real estate operates as a separate vertical within H.I.G., offering commercial bridge and permanent loans through vehicles like A10 Capital rather than competing for equity capital. It has its own investment committee and draws on the firm's shared infrastructure, but does not co-mingle capital with the private equity funds. This separation allows H.I.G. to serve real estate borrowers without conflicting with the equity platform's portfolio.