Trackunit

Connected infrastructure for the construction industry

Founded: 2003
Headquarters: Aalborg, Denmark

Website

Linkedin

Year Invested: 2015

Year Exited: 2025

Leadership
Trackunit
Name
CEO
Trackunit
Name
CEO
Press releases
September 15, 2021
Trackunit and the Industrial
IoT division of ZTR
September 15, 2021
Trackunit and the Industrial
IoT division of ZTR
September 15, 2021
Trackunit and the Industrial
IoT division of ZTR
September 15, 2021
Trackunit and the Industrial
IoT division of ZTR
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 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 founder-led team could win

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

What GRO believed could be built

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

Founder-led Leadership

01
Leadership model:

Under founder-led leadership, Trackunit maintained strategic clarity while increasing operational pace and execution discipline as complexity grew.

Leadership

Under founder-led leadership, Trackunit maintained strategic clarity while

increasing operational pace and execution discipline as complexity grew.

Soeren Brogaard,
Former CEO at Trackunit
FIG 2.B - How leadership enabled performance
Strategic Transformation, Execution & Proof

What fundamentally changed

01
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

How strategy was operationalized

“We had a solid product and early traction — GRO helped us 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:

We didn’t need more ambition — we needed 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
Observable proof points:

Platform adoption embedded into everyday operational workflows

  • Over 3 million connected machines
  • 2 billion data points processed daily
  • 7,000+ daily active users
FIG 1 - Over 3 million connected machines
3,000,000
FIG 2 - Over 2 billion data points per day
2 billion
FIG 2 - Over 2 billion data points per day
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.

03
Why this outcome matters

The Trackunit exit demonstrates GRO’s ability to partner long-term with founder-led companies, scale them into global category leaders, and realize value through strategic outcomes rather than financial engineering.

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 founder control.

01
Nature of partnership:

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

01
Where GRO added leverage:

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.

01
Key signal

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.”