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A long-term owner for cross-border supply chain businesses.

I buy one strong business, operate it myself, and grow it for the long term. The first is a U.S. customs brokerage, a durable foothold into the wider cross-border work I have run for more than a decade.

Start a confidential conversation What I am looking for →
China Southeast Asia India United States

The operator

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Twelve years moving goods across borders.

I am Rajan Devnath. For more than a decade I have built and run cross-border supply chain operations across China, Southeast Asia, and North America: fulfillment, freight, warehousing, and the daily work of getting product from one country to a customer in another.

I have spent most of that time on the importer's side of the table, relying on customs brokers, forwarders, and 3PLs to keep freight moving. Radius is how I move from operating other people's supply chains to owning and running one of my own, carefully, and for the long term.

  • Cross-border operations across the China, Southeast Asia, and India to U.S. corridors
  • Built fulfillment and warehousing from the ground up in Shenzhen, including bonded-zone and air-freight flows
  • Senior operating roles in logistics and marketplace businesses, leading teams and international partners

The thesis

Why customs brokerage, and where it leads.

Customs brokerage is a trust-based, compliance-heavy business built on long-standing importer relationships and recurring import activity. It rewards exactly what I care about: process discipline, reliability, and looking after customers over years, not quarters.

Those same importers need freight, warehousing, fulfillment, and trade help, work I have run for most of my career. So the plan is simple. Buy one good brokerage, serve its clients well, and grow with them into the broader cross-border services they already rely on. Long-term ownership, not a quick trade.

Continuity

What happens after a sale.

A good business is more than its numbers. It is employees who know the work, customers who trust the company, and a reputation built over years. I treat that continuity as the asset, not an obstacle.

  • Protect customer relationships Client transition is planned carefully and handled with the seller's help where useful.
  • Keep and support the team The people who understand the customers and the workflow are usually why the business is worth buying.
  • Preserve what already works The first job after closing is to learn the business, not to remake it.
  • Improve carefully, not for show Better reporting, systems, and process, sequenced sensibly, never change for its own sake.
  • Be direct and quick If it is not a fit, you will hear that early. Your time is respected throughout.

Straight answers

Common concerns are reasonable.

Will my team be protected?

Yes. The team is usually the main reason a business is valuable. I am looking for companies with people who know the customers, the workflows, and the details, and who can keep growing with the business.

Will customers leave after I step back?

Customer transition is one of the most important parts of diligence and deal structure. I favour thoughtful handover plans, seller involvement where it helps, and terms that align both sides around keeping customers.

Will this drag on for months?

I aim to be clear early. If the business is not a fit, the answer comes quickly. If it is, the path is straightforward: a first conversation, an NDA and review, a letter of intent, confirmatory diligence, and a practical transition.

Will everything change immediately?

No. Improvements should be practical and sequenced, made after I understand the business, not imposed on day one for appearance.

The process

A straightforward path.

  1. A confidential conversation
    A private call to understand you, the business, and your goals for a transition.
  2. Mutual fit
    An honest look at size, profile, customers, team, and what you want from the outcome.
  3. NDA and initial review
    A high-level look at financials, customer mix, team, and operations.
  4. Letter of intent
    A clear proposal on valuation, structure, transition, and timeline.
  5. Diligence and transition
    Confirmatory review, then a practical handover focused on people, customers, and continuity.

Start a confidential conversation.

If you own, advise, or simply know a cross-border supply chain business thinking about its next chapter, I would be glad to talk.

Email Rajan directly

No prepared materials are needed for a first conversation. Investors and capital partners are also welcome to reach out directly.