Tom Kist
Managing Partner at Slingshot Ventures
Tom Kist
Managing Partner at Slingshot Ventures
Amsterdam, North Holland
Overview
Work Experience
Managing Partner and Co Founder
2015 - Current
Slingshot is a growth capital firm investing in fast growing companies, with a focus on B2C and B2B2C businesses. We back ambitious, talented and charismatic entrepreneurs and actively help them accelerate their businesses with our knowledge, experience, strategy and international network of people and companies. We currently manage a portfolio of 8 investments, all with a base in the Netherlands and all with a cross-border ambition. Our portfolio includes companies Wild Cosmetics, Temper, Boldking.com, Check, Unit1 Gear, Stox Energy Socks, etc etc. Our focus is currently on scale-ups and growth platforms that are in search of smart capital to help them catapult their business to the next level.
Owner / Principal
2013
MiPi is an independent Dutch (hands-on) investment and advisory firm.
Board Member
2008 - 2015
Laureus Sport For Good Foundation helps children who live in (social) difficult situations around the world come together to perform sports. Projects are supported and embraced by Laureus Academy Members, who are (former) world athletes. The Laureus Foundation is linked to the Laureus World Sports Awards, recognising the world's best athletes annually. The Board of the Laureus Foundation of the Netherlands is chaired by HR Prins Pieter Chritiaan van Oranje-Nassau and includes senior management members of Richemont and Mercedes Benz, as well as Dutch soccer legend Clarence Seedorf. The Dutch foundation’s ambassadors are Pieter van den Hoogenband, Edwin van der Sar, Yvonne van Gennip and Esther Vergeer.
Investment Manager
2010 - 2013
Nedvest is a Dutch middle market (hands-on) investment company (family office), investing through (mainly) majority stakes in companies with an annual EBIT level in the range of EUR 1 - 10 million. Investments included amongst others a music systems company (Dutch market leader), ERP software for waste management industry (European market leader), and a cinema chain (12 to 21 theatres within 18 months post-acq). Exits managed include a webhosting/managed services company (top 5 player in NL market) and a fast growing day care centre company. General responsibilities include deal sourcing, deal execution, financing of transactions, day-to-day management (FD/CFO at two portfolio companies, MD/CEO at one), deal negotiations & closings, all real estate related activity. etc.
Financieel Directeur
2010 - 2011
TotalKids was the fastest growing day and child care company in the Netherlands, with over 50 locations at the time of its sale. As a result of our (Nedvest's) hands-on investment approach and as the investment manager for this company, I was tasked with overseeing on a day-to-day basis the finance department of TotalKids. At the end of 2010, Nedvest sold TotalKids to Estro Groep (former Catalpa) - the Netherland's largest child care organisation.
Project Manager - Cost Critical Play
2010 - 2010
In addition to my PH role, I was co-responsible for managing a global sustainable cost savings program. Had global responsibility, while working from Manila (Philippines) under Singapore direct leadership and reporting responsibility to one of CEVA's Board Members.
Finance Director/Country Controller - Philippines
2009 - 2010
Part of a 3 person country management team with the final responsibility for the finance function. I lead a team of 36 full time staff, which include accounting, business analysis, credit & collection, accounts payable, cashier, tax and reporting staff. Tasks include: maintaining accurate books; analysing results; budgeting/forecasting; investment opportunity appraisals; ensuring internal (financial) controls; working capital management; cash management.
Sr. Business Controller
2007 - 2009
Repsonsible for the business control of the AsiaPacific region for one of the largest logistics and supply chain companies in the world, CEVA Logistics (previously TNT Logistics). This consists (a.o.) of communicating corporate staregy, analysing large capital expenditures, and the control of business performance. Furthermore, I have a worldwide responsibility for the financial process side of M&A activity undertaken by the company. Over the last year and a half I have played a key role in in day to day dealings with our PE owner (Apollo) in relation to projects such as strategic planning, debt raisings/bond offerings (including the raising of US$1.4 bln in debt), market analysis and M&A activity. As such, I played a large role in the acquisition of EGL Inc. (including the last successful debt raising in the US in 2007 of US$400mln), making CEVA the 4th largest logistics supplier globally with over €6.5 bln in revenues.
Business Controller
2006 - 2007
As a business controller Retail Management responsible for the control of the leasing activity in the real estate portfolio in the Benelux region. This included amongst others reporting activity, optimisation of reporting tools, budgetting, forecasting and ad hoc analysis. Rodamco Europe is Europe's largest publicly held retail real estate company.
Business Controller
2005 - 2006
I am currently Business Controller for the business units Asia, Australia and South America for the TNT Logistics, a division of TNT N.V. In this role I am the primary contact between the Managing Director and Financial Director of the business unit and the divisional CEO and CFO. I am responsible amongst other things for keeping a close eye on the divisonal strategy, large capital expenditures, and control of business performance.
Group Financial Analyst
2003 - 2005
As Group Financial Analist I am responsible for all (financial) reporting that is reviewed by TPG's Supervisory Board. This includes all quarterly reports, annual reports, 20F Filing's and (overall) budget books. Besides this, I am involving myself with making TPG Corporate Head Office Sarbanes-Oxley-ready, as part of the CLARITY (our SARBOX project name) project team.
Assistant to the CEO
2000 - 2001
Full-time employee as an assistant to the CEO and in charge of all ‘Special Projects’ (trade shows, strategic issues, etc.). During this time I put my studies on ‘hold’. The company did not survive the 'bursting of the bubble', but for me the upswing and corresponding downturn of a young company was a period during which I learned a lot.