Investment rationale

Why we partnered with Trackunit

01
Market context at entry (2015):

At the time of GRO’s investment, construction remained a fragmented, asset-heavy industry with limited digital coordination across OEMs, rental companies, and contractors. Equipment data existed but was underutilized, siloed, and largely hardware-driven.

Core opportunity identified

GRO alongside the management identified the potential for connectivity to evolve from a tracking function into industry infrastructure—enabling transparency, utilization, and decision-making across the full construction value chain.

Why this team could win

Trackunit combined deep domain knowledge with a strong leadership conviction to move beyond hardware and build a scalable software platform capable of aligning multiple stakeholder incentives.

Built on a shared vision between Trackunit and GRO

A neutral, embedded operating layer for construction equipment—one that could compound value over time through data density, ecosystem participation, and repeatable execution.

Leadership model

Strengthened Leadership

02
Leadership model:

By investing in leadership and team culture, Trackunit maintained strategic clarity while increasing operational pace and execution discipline as complexity grew.

Strategic Transformation, Execution & Proof

What fundamentally changed

03
What fundamentally changed

Trackunit transformed from a European hardware provider into a global SaaS platform at the center of construction connectivity.

How strategy was operationalized

STRATEGY EXECUTION

Trackunit had a solid product and early traction — GRO helped turn that into a repeatable engine

  • Expanded from rental-focused hardware sales to OEM pre-installed connectivity
  • Built a multi-sided platform serving OEMs, rentals, and contractors
  • Aligned stakeholder incentives to create reinforcing network effects
Key inflection points

The challenge wasn't ambition — it was clarity on what to scale and how

  • OEM partnerships enabling connectivity at manufacturing
  • Platform adoption by large international rental customers
  • Increasing data density driving customer dependency and switching costs
Over 3 million connected machines
3,000,000
Over 2 billion data points per day
2 billion
Over 7,000+ daily active users
7,000+ daily active users
Realized Outcome & Portfolio Significance

Realized Outcome & Portfolio Significance

01
What fundamentally changed

In 2025, following a decade-long partnership, Trackunit was acquired by Goldman Sachs from GRO and Hg (co-investor since 2021).

02
Direction of travel

From value creation through platform scale and ecosystem integration to realization via institutional ownership supporting continued global expansion.

"Under founder-led leadership, Trackunit maintained strategic clarity while

increasing operational pace and execution discipline as complexity grew."

Lars Lunde,Lead Partner, Investment at GRO.
GRO’s Role

GRO acted as a strategic partner to leadership — adding perspective, structure, and challenge without displacing leadership autonomy.

01
The partnership model

GRO's partnership was built on trust and complementarity — challenging assumptions, opening doors to OEM partnerships and international markets, and structuring for global scale, while leadership owned the vision and execution.

02
The operational contribution

Supporting the build-out of a globally oriented management team.

Strengthening commercial, operational, and go-to-market capabilities.

Partnering through multiple strategic acquisitions and international expansion.

03
The repeatable model

Leadership remained the performance engine. GRO’s role was to scale leadership capacity, not substitute it—helping turn one company’s success into proof of a repeatable investment approach.

Michael Garrett, CEO
Omada on Building the Team
“Standardizing delivery helped us scale—without compromising quality.”
Søren Brogaard, CEO
Trackunit on Category Thought-Leadership
“We forcefully put ourselves in the role of our customers position. That’s the way we build products, the way we lead.”
Søren Brogaard, CEO
Trackunit on Category Thought-Leadership
“We forcefully put ourselves in the role of our customers position. That’s the way we build products, the way we lead.”
Anne Frøkjær, Director of R&D
Secomea on Driving Innovation
“What moved the needle was going from reacting to customer demands—to proactively defining our product category.”