Eschwin Hetzenauer

Senior Partner

After graduating from Tilburg University, UC Berkeley (US) and doing an internship at Nimbus Capital, Eschwin launched his career with KPMG Nolan, Norton & Co. Strategy Consultants. Then, in 2007 he made the switch to Friesland Bank Investments (FBI), where he worked as an investment manager. Following the merger between FBI and Rabo Capital, he became Investment Director. In 2014, as a Partner, he was involved in the privatization of Rabo Capital and the launch of Nordian Capital Partners.


+31 30 760 5906


What brought you to private equity?

I’m from a family of entrepreneurs. At our kitchen table, after focusing on my brother and I, the conversation always quickly gravitated to the company. That kind of thing tends to form you. It now gives me the energy to find companies that have more potential than at first sight seems the case. Anyone can spot the flavor of the month, but it’s only when you can see further than the obvious that it gets really interesting. Private equity reconciles several disciplines, but the human aspect is the most important one. Like the building of partnerships. For me, it doesn’t get any better than collaborating with others to make something successful.

What attracted you to Gilde?

Its winner’s mentality and being part of a team of entrepreneurial investors with a strong network rooted in business. Gilde has both the conviction and the perseverance to make investments that are off the beaten track. Sometimes it might seem puzzling to the outside world but, given the right people and the appropriate business plan, a company’s ascent can quickly gain momentum. It’s our network that often makes all the difference. Many of our business relations have actually become ambassadors for Gilde.

What do you admire in entrepreneurs?

The drive and resolve to get started. To just do it, despite the possible risks. I started investing in real estate when I was quite young so I know from experience how it feels to risk your own money and get burned if it goes awry. I also know that entrepreneurship should not be seen as a linear financial model. It’s too easy to lose track of the fact that doing business is all about fits and starts. When I’m talking to entrepreneurs it often takes my mind back to that kitchen table: always trying to figure out how we can do it better tomorrow.

Involved in the following investments