M&A · Capital Raise · Corporate Finance · Execution
Transactions are won or lost in execution. We lead capital raises and mergers and acquisitions as executive partners embedded in the process, not as advisors who hand over a deck and step back.
Most transaction advice is generated by people who have never had to live with the outcome. Our partners have operated companies, sat on boards, raised capital, bought businesses, and sold them, which changes both what we look for and how hard we press.
In mergers and acquisitions (M&A) and capital raise processes, we take an execution role. That means building the model and the materials, running the process, managing diligence, pressure-testing the structure, and staying engaged through close and integration.
Strategic finance and corporate finance work sits underneath all of it: understanding what the business is worth, what it will be worth under a different owner or capital structure, and which path creates the most value net of risk, dilution, and execution burden.
We are engaged across the full transaction lifecycle, from deciding whether a deal should happen at all, through the mechanics of getting it closed on defensible terms.
A capital raise succeeds on preparation. We establish how much capital the plan genuinely requires, what form it should take, and what the business must demonstrate to command the terms you are targeting, before the process starts rather than after the first rejection.
We build the operating model and the equity story, prepare the data room and diligence responses, structure the round, identify and qualify the right investor or lender profile, and manage the process through term sheet negotiation and close. Where terms are structured rather than clean, we model exactly what each provision costs across outcome scenarios.
Sell-side mergers and acquisitions (M&A) work begins well before a process launches. We assess exit readiness honestly, identify the diligence issues that will surface, and address the ones that can be fixed while there is still time to fix them.
Through the process we build the financial narrative and quality-of-earnings foundation, prepare marketing materials and the data room, manage buyer outreach and diligence, and support negotiation on price, structure, working capital mechanics, escrow, earnout terms, and rollover equity. Deal value is protected in the terms as much as the headline number.
On the buy side we help define the acquisition thesis, screen and prioritize targets against it, and apply real diligence discipline to the ones that advance. Valuation work is grounded in an operating model of the combined business rather than a multiple applied to a projection.
We model synergy cases separately from the base case and hold them to evidence, structure consideration to allocate risk appropriately, and plan the first hundred days of integration before signing, because the value case in most acquisitions is realized or lost after close.
Strategic finance connects the capital plan to the business plan. We evaluate the alternatives available to a company (organic investment, acquisition, recapitalization, partial liquidity, or full exit) and quantify each against the risk, timeline, and control implications that come with it.
This is the work that determines whether a transaction should happen at all, and when. We would rather tell a client the market timing is wrong than run a process that damages their position.
Corporate finance capability underpins every transaction: capital structure design, debt sizing and covenant analysis, lender negotiation, refinancing, entity and transaction structuring, and the cash flow discipline required to support the resulting obligations.
We model the post-transaction balance sheet under downside conditions, not just the base case, so that leverage decisions are made with a clear view of where the structure breaks.
Materials and models built to survive buyer, investor, and lender scrutiny, and to be maintained by your team afterward.
An integrated three-statement model with scenario logic, built to support valuation, diligence questions, and negotiation in real time.
Comparable company, precedent transaction, and discounted cash flow analysis reconciled into a defensible value range.
Teaser, confidential information memorandum, management presentation, and supporting exhibits aligned to a single narrative.
Structured data room, diligence tracker, and prepared responses to the questions the process will predictably raise.
Quantified analysis of proposed terms (consideration mix, escrow, earnout, rollover, and covenants) across outcome scenarios.
A prioritized first-hundred-days plan covering reporting, systems, organizational design, and value-case milestones.
A defined sequence that front-loads the preparation most processes leave until diligence exposes it.
We evaluate the alternatives, test the rationale, and confirm whether a transaction is the right path and this is the right moment to pursue it.
We build the model, the narrative, and the data room, and resolve the diligence issues that can be addressed before a counterparty finds them.
We manage outreach, coordinate diligence, maintain competitive tension, and support negotiation on price and structure with live analysis.
We drive the closing mechanics, working capital true-up, and post-close transition so the value case survives contact with reality.
We work with parties who want an execution partner in the room, not a report delivered from outside it.
Approaching a first institutional raise or a liquidity event, and facing a counterparty that has done this many more times than they have.
Evaluating strategic alternatives and requiring independent analysis to support a decision that shareholders will scrutinize.
Needing diligence depth, model rigor, or operating-partner capability on a specific transaction or portfolio company.
Building an acquisition program and requiring disciplined screening, valuation, and integration planning capacity.
What clients typically want to understand before committing to a transaction process.
It means the people advising you have held operating and board roles, not only advisory ones. On an engagement, that translates into taking execution responsibility: building the model, running the diligence process, sitting in the negotiation, and remaining engaged through close. The distinction matters most when a process goes sideways and someone has to make judgment calls in real time.
Yes. Buy-side work centers on thesis development, target screening, diligence leadership, valuation, and integration planning. Sell-side work centers on exit readiness, financial narrative, process management, and negotiation of price and structure. The underlying analytical discipline is the same; what changes is which side of the information asymmetry we are working to close.
Earlier than most companies do. The terms available in a raise are largely determined by what the business can demonstrate when the process starts: model quality, reporting discipline, metric credibility, and a clean capital table. Companies that engage a quarter or two ahead of a process consistently see better outcomes than those that engage once a term sheet is already on the table.
Strategic finance addresses which path a company should take: whether to invest, acquire, recapitalize, or exit, and when. Corporate finance addresses how to structure and fund the path chosen: capital structure design, debt sizing, covenant analysis, lender negotiation, and cash flow management. Most engagements involve both, in that order.
Engagement structure depends on the mandate. Advisory and preparation work is typically retained, while transaction execution mandates may include a success component. We discuss structure openly at the outset and align it with the scope and duration of the work rather than applying a standard formula.
Yes. We are frequently brought in mid-process: when diligence has surfaced issues the existing model cannot answer, when a term sheet requires structural analysis, or when the internal team lacks the bandwidth to run a process alongside operating the business. We assess where the process stands before recommending a scope.
If you are evaluating a raise, an acquisition, or an exit, we can assess where you stand and what the process will require before you commit to it.