Bruckmann, Rosser, Sherrill & Co.

Bruckmann, Rosser, Sherrill & Co. is an American private equity firm focused on growth capital investments in middle-market companies in the consumer products, specialty retail and restaurant sectors.

Bruckmann, Rosser, Sherrill & Co.
Private
IndustryPrivate equity
Founded1995 (1995)
FounderBruce Bruckmann, Harold Rosser, Stephen Sherrill
HeadquartersNew York, New York, United States
ProductsLeveraged buyout, Growth capital
Total assets$1.4 billion
Number of employees
20+
Websitewww.brs.com

The firm, which is based in New York City, was founded in 1995. The firm has raised approximately $1.4 billion since inception across three funds. The firm was founded by Bruce Bruckmann,[1] Harold Rosser, and Stephen Sherrill,[2] who had previously worked together as executives of Citicorp Venture Capital since as early as 1983.

Within the restaurant and retail sectors, BRS's notable investments have included Au Bon Pain,[3] Bravo! Cucina Italiana, California Pizza Kitchen,[4] Il Fornaio,[5] Jitney Jungle, Lazy Days' RV Center, Logan's Roadhouse,[6] McCormick & Schmick's,[7] Real Mex Restaurants and Town Sports International Holdings.[8]

In the consumer Products space, BRS has completed notable investments in AMF Bowling, B&G Foods, Doane Pet Care, Remington Arms and Totes»ISOTONER.

References
  1. Bruce C. Bruckmann Archived 2012-02-15 at the Wayback Machine, Forbes
  2. Stephen C. Sherrill Archived 2012-02-15 at the Wayback Machine. Forbes
  3. AU BON PAIN TO SELL ITS BAKERY CAFES TO INVESTMENT FIRM. New York Times, August 14, 1998
  4. Pepsico Selling California Pizza Kitchens to Investment Fund. New York Times, July 4, 1997
  5. Il Fornaio, Bruckmann Rosser buy Corner Bakery. Nation's Restaurant News, Oct 10, 2005
  6. Private investment firms to buy Logan's Roadhouse from CBRL Archived June 12, 2008, at the Wayback Machine. AltAssets, October 31, 2006
  7. AVADO BRANDS IN DEAL TO SELL DON PABLO'S RESTAURANTS. New York Times, June 9, 2001
  8. Forstmann Agrees to Buy Fitness Chain. New York Times, May 3, 2005


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