I
M&A Advisory
Sell-side and buy-side advisory for shareholders and boards — valuation, positioning, negotiation and deal structuring, focused on protecting the real value of the business, not only the headline price.
When you call us
- An investor has knocked and you cannot tell an offer from a probe.
- You intend to sell in 12–24 months and the company is not yet ready for a demanding buyer.
- You are buying and need an independent read on risk, beyond standard due diligence.
What you get
- A valuation, and the bridge between book value and negotiable value.
- An equity story and the information package for investors.
- Negotiation strategy and deal structure: price, earn-out, warranties, exit conditions.
- Presence in the negotiating room through to signing.
Typical duration: 3–9 months
II
Transition Plan
Transition plans for ownership change, leadership handover or reorganisation — sequenced so the company keeps operating without interruption while the structure changes.
When you call us
- The founder is handing over and no one has yet written down how.
- The new shareholder expects a governance model different from the one the company grew with.
- A separation, carve-out or internal merger must happen without stopping operations.
What you get
- A map of roles and decisions — before and after the transition.
- A 100-day sequencing plan with thresholds and stop points.
- An internal and external communication plan, synchronised with the legal steps.
- A retention mechanism for the people without whom the plan does not work.
Typical duration: 2–6 months
III
Growth Strategy
The real distinction between growth supported by facts and growth assumed in slides — capital allocation, market sequencing and prioritisation of the initiatives that actually move the result.
When you call us
- Revenue is growing and margin is not following.
- Too many initiatives are open and too little effect is visible.
- You are preparing a new market entry or a growth acquisition.
What you get
- A diagnosis of the growth engine: where margin is actually made and where it leaks.
- An initiative portfolio ranked by effect and effort, not by enthusiasm.
- A capital allocation plan across 4–8 quarters.
- Leading indicators, not only reporting ones.
Typical duration: 6–12 weeks
IV
Program Management
Running the transformation itself — cash discipline, governance cadence, alignment between investors, banks and management, so the plan does not stay on paper.
When you call us
- The plan was approved three months ago and has not moved.
- Too many parties at the table: bank, investor, board, management — each with a different version of reality.
- Cash demands weekly decisions, not quarterly ones.
What you get
- A governance cadence: what is decided, by whom, when.
- A 13-week cash dashboard, updated weekly.
- A risk and decision register — the memory of the transformation.
- One report, the same for every party.
Typical duration: 3–12 months, weekly presence
V
C-Level Guidance
Confidential counsel for CEOs, boards and investors who must take difficult decisions under time pressure, incomplete information or divergent interests.
When you call us
- The decision is yours and there is no one inside the company with whom to test it honestly.
- Board interests diverge and every conversation becomes a negotiation.
- A conversation is coming that cannot be repeated.
What you get
- Confidential 1:1 sessions, no intermediaries and no junior teams.
- Preparation of decisive conversations: board, investor, bank, shareholder.
- A second reading of the big decisions, before they become irreversible.
Format: monthly retainer