Connected Capital

Connected Capital operates from Amsterdam with a tight thesis around European B2B SaaS, with growth-stage capital and active operational involvement as its main differentiators. The firm positions itself for software companies that have crossed early product-market fit and are now executing on the harder problem of becoming durable enterprise vendors at scale.

The healthcare thesis is concentrated on health IT software, with a bias toward enterprise-grade platforms serving healthcare organizations rather than consumer-facing or clinically regulated products. The firm looks for companies with predictable revenue, defensible product positioning, and clear potential to expand within and across European healthcare buyers. Specific portfolio companies are not enumerated in the source material, and founders should ask for relevant references in diligence rather than rely on category framing.

Connected Capital invests at Series A, Series B, and growth stages, with checks of five to twenty-five million dollars. The geographic focus is Europe, with the firm comfortable leading rounds across the continent for B2B SaaS companies that meet its criteria. For health IT founders, the firm fits naturally into the late Series A or Series B slot, particularly for companies that want a partner with deep operating SaaS pattern recognition rather than a generic growth investor.

The team is built around partners with backgrounds in B2B SaaS operating, scaling, and investing, with explicit emphasis on hands-on involvement in commercial and operational scaling. Specific partner names are not provided in the source material, and founders should clarify which partner leads healthcare and what the operational engagement actually looks like in practice.

The right founders for Connected Capital are growth-stage health IT teams executing a B2B SaaS playbook in Europe, where partner-level operational support genuinely accelerates the next phase. The wrong founders are clinically regulated, hardware-led, or earlier-stage software teams, where the firm’s thesis and check size are misaligned. Founders should arrive with a clear articulation of unit economics, sales motion design, and cross-border expansion plan, and should be prepared for diligence that emphasizes execution evidence over narrative. The firm rewards operators who treat scaling as a discipline rather than a momentum story, and tends to disengage when commercial fundamentals do not survive a careful read.