About us or who we are

When the golf course opened in 2009 on premises at the edge of Prague, it did not appear that the bold plan could fail. However, the founder soon ran out of money. He agreed for a private investor to join in with financial support.
The investor thus acquired a fifty percent stake in the company holding the lease for the premises, as well as in the company operating the course. One year later, the situation changed, the business partners had a disagreement that could not be settled amicably. The company ceased to function, all ways of resolving the issue, as well as all payments, were blocked. The litigation paralysed the operation of the venue, finally resulting in the termination of lease contracts for the premises. 

Subsequently, Natland provided financial aid for the renewal of the venue after devastating floods, when the golf course and its operation was once again highly problematic and obtained long-term leases to the premises. With a strong partner, the company attained the necessary financial stability and within the framework of the Natland Group, the resort strived to become a venue with the highest number of members and simultaneously the only course in Prague hosting the European Golf Tour. 

A new company entered the market of approx. 60 thousand non-banking providers of consumer loans in 2011. A year later, the Natland Investment Group aided it financially to expand by providing a loan in the amount of CZK 50 million. In doing so, it acquired a ten percent share. The volume of provided loans doubled and the company expanded from Moravia via South Czechia to Prague. However, the problems between founders threatened the ability to pay off the loan and the annual loss amounted to CZK 50 million. Its viability was to be aided, among else, by synergy with a savings cooperative, which was however subject to regulation by the Czech National Bank (ČNB), making the adaptation of processes quite challenging. At the same time the regulation by the central bank also impacted the market of non-banking loans. 

Natland’s position changed, it became a crisis manager in charge of restructuring, providing further funding and based on the vital core of the company, it founded another company, which it fully owned. Up until 2017, Natland was the primary source of financing, however in the same year another company was acquired with the help of a senior bank providing funding. By the end of the year, as one of the first four non-banking institutions, it acquired a licence to provide loans from ČNB. In 2018, the company decided to acquire another brand, which also meant taking over 700 sales representatives and the gradual merging of two networks into one. 

A company from the East part of Bratislava operated combined cycle power plants, providing heat to a part of the Slovak metropolis. The energy market and business conditions in the field kept changing, the company could not keep up with technological progress. Problems appeared when the company lost some key contracts, demand dropped along with earnings. Investments into further development ceased since the owner of the company encountered financial difficulties in his foreign projects due to the drop in the price of oil and decreased value of the [Russian] rouble. 

Natland entered the company in 2015, its contribution was not merely financing, but also expertise with crisis management. Meanwhile the Slovak law on the support of renewable energies changed, meaning further potential burdening. Natland funded further investments into repairs and backup facility and managed to conclude a contract for heat supply until 2031. The operation of the combined cycle power plant was restored in full, the company started growing at a fast pace. EBITDA grew seven times, annual earnings quintupled. In 2018, Natland sold the undertaking to a strategic investor, the Veolia Energia Slovensko. 

In 2013, one of the Czech business empires suddenly lost leadership due to the sudden death of its founder. Succession was hindered by complex business relations, the interests of numerous partners, some projects were blocked by criminal proceedings and some foreign ventures were also facing complications. The aim of the sole inheritor was to sell everything, so she was looking for a partner to help her litigate, finance the litigation and the like. 

The Natland Group provided the necessary financing and legal assistance and expert support for the inheritance proceedings in the Czech Republic and abroad. The situation was further complicated by incomplete documentation and lack of a clear organisational structure. Cash flows had to be looked up, there was forensic investigation, cooperation with foreign entities was very complex. After all activities ceased, the Natland Group was joined by some companies from the inheritors’ portfolio, which now show a steady growth. 

The fashion brand appeared on the market in 2010, seven years later it subscribed bonds in the volume of CZK 150 million, but the business did not do too well. Equity dropped into negative figures, the loss kept growing. By mid-2018, the cumulated loss reached 473 million, on top of which the company was defaulting on its bank investment loan payments. The company asked the insolvency court for protection from creditors. For restructuring to be successful, it was necessary to find a source of money and, more importantly, a true investor that would help with the restructuring of the business.  

Natland Finance Investment Fund bought off the receivables and Natland eventually became the biggest secured creditor. It provided operation funding, the company could stay operational under crisis management and prepare a restructuring plan. At the end of April 2019, the court approved the company’s restructuring plan, which however included the entry of a new investor from the Natland Investment Group. First, operation had to be optimised, a greater part of the costs cut. In 2020, the court approved an updated restructuring plan, where a company from the Natland Group became the new owner. The business concept underwent changes to adapt to the conditions of the market, the e-shop becomes the marketplace, and a network of partner stores is being built up to make the brand more accessible in the regions. 

A construction company was a part of a larger group, comprising around forty companies. Its main activity was development and providing expert staff and jobs for construction, it operated in Czechia, Slovakia, also doing contracts in Russia. Due to the new situation on the Russian market, among else, the levying of sanctions and problems in relation to local supplier, the group got into difficulties, resulting in the need for restructuring. In mid-2018, the Natland Investment Group joined the restructuring effort by providing a financial framework for the whole group, to allow stabilisation and overall restructuring. A part of Natland’s contribution to the whole process was cooperation in selling ownership interests and the restructuring of some ownership interests of the whole holding. 

Nonetheless the strategy of the group’s owners gradually changed over time. Natland eventually moved to the position of creditor with regard to some ownership interests of the holding as well as the Netherlands-based parent company. Natland further strengthened its position of creditor by acquiring a package of bank receivables. The situation eventually escalated to the insolvency of the construction company resulting in bankruptcy. After more than a year, in October 2019, the Natland Investment Group and the holding reached an agreement on mutual settlement, which entails the takeover of some ownership interests, components of assets or options.