Christian Senye

Co-Founder & NED

Warsaw, Poland


Senior executive with over 20 years of experience in private equity, consulting, and start-up management. Built well-rounded experience both as a senior investment professional at a top-tier private equity firm, as a founder of an independent investment boutique as well as a CEO/NED of two start-ups.

Domain experience

Relevant Total Experience: 21 years

Seniority Level: Senior

Sector Experience: 

Construction Materials Containers and Packaging Diversified Consumer Services Health Care Equipment and Services Renewable Electricity


Skilled in: Corporate Development, Due Diligence, Legal, Portfolio Services & Add-on M&A, Private Equity & Growth Capital, Sell-side M&A

Technical Skills: Microsoft Excel, PowerPoint, Microsoft Office, Capital IQ

Languages: German, Spanish, English, Russian, Polish, Hungarian

Work Experience


Co-Founder & NED



- Now

Online marketplace for solar installations, heat pumps and energy storage • Developed business model and financial plan, led fundraising, and coached CEO in the execution of the strategy • Built innovative customer acquisition model, reaching 1% market share within first 3 months from launch • Leads the expansion into Spain and Germany: devising market entry, securing key partnerships, recruiting staff

Polenergia Fotowoltaika (formerly Edison Energia)

Co-Founder & CEO



- 01/04/2021

2nd largest residential rooftop solar installer in Poland, TOP 5 player in Europe • Built an organization from a team of three in June 2019 to over 700 employees and €45 m revenues in first year (2020) • Achieved major commercial success in a highly competitive market through productive customer acquisition (over 1,200 new systems sold per month) and efficient green loan processing (€5 m loans originated per month) • Managed company through the difficult COVID period, led acquisition of solar farms and new business development • Created and led finance function, managed cash flows, secured partnerships with external finance providers

Empirio Capital

Founder & Partner



- 01/12/2019

Private equity investment and advisory firm focused on middle market transactions • Launched a new private equity & advisory firm focused on sourcing primary investments in middle market companies, developing secondary portfolio opportunities and providing consulting support on portfolio management and M&A • Orchestrated a 4-asset portfolio acquisition (with an EV of ca. €350 m from an industrial conglomerate): built a consortium of investors (including a global PE firm) and completed a detailed due diligence on all 4 assets • Partnered with a management team to develop a buy-and-build investment opportunity in insurance distribution • Sourced several mid-market proprietary opportunities in the industrial (e.g. packaging, advanced materials) and the services sector (e.g. asset management product distribution, production process outsourcing) • Secured backing from LPs for a buy-out of a 3-asset secondary private equity portfolio (with a NAV of ca. €100 m) • Led fundraising for a first-time CEE fund (with a target of €200 m): defined strategy, recruited team, set up structure, developed full PPM, reached out to over 200 LPs – based on LP feedback decided to refocus on deal-by-deal funding • Supported portfolio management of a Polish subsidiary of a US PE-backed industrial group; advised on a MBO of a leading CEE sports club; negotiated a minority investment into a supplier of data-based solutions for real estate;

Advent International




- 01/12/2015

Member of Advent’s CEE Team and the European Financial & Business services team • Responsible for the management of the Warsaw Office for 1.5 years when the Country Head was on a medical leave • Led and co-led several transactions, served on the board of four Advent portfolio companies: Bolix (building materials), Ultimo (debt collection), WSiP (educational publishing and services) and AHP (healthcare services) • Bolix – supported turn-around process (expansion into new markets and sales channels, pricing optimization, streamlining of logistics) which increased EBITDA by 50% in 2 years; lead successful dual-track exit process • Ultimo – negotiated credit facility allowing the company to quadruple its asserts, assisted in the creation of a finance function and recruitment of mid-level managers, oversaw operating improvement; co-lead successful dual-track exit • WSiP – lead post-delisting 100-day plan implementation, assisted in a complete rebuilding of the management team, professionalized internal processes, supported product portfolio optimization and streamlining of working capital • AHP – managed relationship with the Founders (who jointly retained majority in the business) helped the company to double in size through organic growth and add-on acquisitions, strengthened business development and finance functions, upgraded corporate governance and professionalized key internal processes • Led recruitment to the Warsaw office. Trained and managed junior team members: most of the alumni of the intern and associate program went on to have successful careers in private equity and banking • Member of Advent’s board effectiveness initiative – participated in regular trainings, implemented corporate governance best practices to the Polish portfolio companies • Sourced, diligenced, and recommended private equity fund investments. Presented key risks and merits of opportunities to Advent’s Investment Committee. Represented the CEE Team at Advent’s LP AGMs • Actively monitored and evaluated portfolio post-investment through frequent interaction with managers • Developed and maintained strong network of industry players and advisors and kept abreast of industry trends

McKinsey & Company




- 01/05/2003

Examples of project work included: • Constructed the first integrated banking-brokerage service model that was accepted by the Polish Financial Supervision; developed a roadmap for the migration of 400,000 customers to the new integrated service channel • Independently managed a 15-member client team that designed processes and organization for a new centralized claims handling model in a leading automotive insurance company with an annual turnover of €1 bn • Prepared and supervised an operational improvement program in the Siberian and South Russian oil-fields of a major oil company to reduce transportation costs by over 30%; coached client team on the implementation • Led a retail project with 5 teams to identify operating cost cutting initiatives amounting to €45 m annual savings


The Wharton School



- 01/05/2005

Warsaw School of Economics




- 01/10/2000