Mergers & Acquisitions
Full-process advisory for shareholders, corporates and sponsors: positioning, valuation, counterparty mapping, controlled outreach and negotiation through to closing.
Sell-side · Buy-side
Two advisory mandates and the execution work that sits underneath them, delivered by the same senior person from first call to closing.
Full-process advisory for shareholders, corporates and sponsors: positioning, valuation, counterparty mapping, controlled outreach and negotiation through to closing.
Corporate debt, acquisition and leveraged financing, refinancings and structured capital, run as a competitive process across banks, debt funds and direct lenders.
Quality of earnings, normalised EBITDA, working capital and net debt analysis, with the findings translated into price and structure rather than left in an appendix.
Independent valuation and fully auditable operating models built to survive lender, investor and auditor scrutiny, and to be defended in a negotiation.
Data room design, document architecture and Q&A management, with disclosure controlled and sequenced so information supports the process instead of leaking it.
Pre-process preparation, exit readiness reviews, shareholder alignment and strategic options work, well before there is a transaction to run.
A retainer calculated as a percentage of the success fee, and a success fee calculated as a percentage of the transaction value. The retainer covers the preparation work that happens before anything is marketed; the bulk of the economics only arrives if the transaction closes. The rates depend on the size and complexity of the mandate and are agreed in writing before any work starts.
Ten to twenty weeks from mandate to completion for a prepared mid-market business. That range depends on the business being ready before anything is marketed, which is why preparation is a distinct stage rather than something done in parallel with the process.
If a credible buyer or lender would take the situation seriously, it is worth a conversation. Tell us the revenue, the EBITDA and the situation and you will get a straight answer, including if that answer is that a process does not make sense yet.
Energy, technology, media and telecommunications and infrastructure are where the direct experience sits. Outside those, every mandate starts with a sector, competitor and buyer-universe analysis before anything else happens, and we will say so plainly rather than claim expertise we do not have.
With the founder. Capacity is deliberately limited to a small number of live mandates precisely so that the person you meet is the person who builds the model and sits in the negotiation.
Nothing leaves the engagement. Data rooms run with per-user permissions, watermarking and a download audit trail, and access is withdrawn when a party leaves the process. Client names and figures never appear in our marketing or in the news brief.
An initial conversation costs nothing and commits you to nothing. It is usually enough to establish whether a process makes sense, and what it would realistically look like.