Sell, raise, acquire, hand over — or wait: good transactions are born of informed decisions. We bring owners the analysis and the valuation that precede action.
Let's discuss your project →Strategic advisory as we practise it prepares a shareholder decision — not another report.
Valuation is the starting point of any wealth or strategic thinking. We establish it the way an acquirer would calculate it — with concrete levers to improve it.
Each option has its value, its timetable and its risks. Objectifying them, figures in hand, turns a dilemma into a decision.
Relevant targets, acceptable price, financing, integration: an acquisition is prepared with the same rigour as a sale — and on that side of the table, mistakes cost double.
Shareholders, holding company, governance, management package: the capital structure conditions taxation, succession and the ability to bring in a partner.
Short, conclusive assignments, calibrated to lead to a decision — then to action.
Understanding the company, its numbers and your objectives as owner and shareholder: the assignment starts from your real situation, not a theoretical framework.
Multi-method valuation and construction of the options — sell, raise, acquire, restructure, wait — each quantified with its conditions of success.
A substantiated recommendation, discussed with you: what we would do in your place, and why.
The steps, the timetable and the preparatory work — what needs strengthening before launching a transaction to succeed on the best terms.
If the decision leads to a transaction, we can run it under mandate: the knowledge built during the assignment becomes an execution advantage.
The gap between a company that is ready and one for sale as is, is measured in valuation points.
Substantiated valuation, comparables, sensitivity analyses: your decisions rest on solid orders of magnitude, defensible in front of an acquirer or an investor.
Reliance on the owner, customer concentration, unsecured contracts: what destroys value in negotiation gets fixed upstream.
The assignment ends with a roadmap we can execute with you — we stay committed to the outcome, not the deliverable.
Because every option — sell, raise, hand over, wait — is compared against current value and its improvement potential. Without a solid valuation, you are deciding blind.
We are an M&A advisory firm: our advice is calibrated by the reality of transactions and investors, and it can extend into execution. We recommend what we would be prepared to defend under mandate.
Generally from a few weeks to three months depending on scope: short enough to stay conclusive, long enough to be serious.
No. But when the decision is not ripe, a short assignment avoids launching a transaction at the wrong moment or ill-prepared — often the best investment of the whole process.
A substantiated valuation, the scenario analysis with our recommendation, and an operational roadmap. Documents made for deciding and acting.
Thirty minutes to lay out your situation and see whether a short assignment can inform your choice — with no commitment.
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