Raise or sell on your terms.

Equity rounds from Pre-seed to Series B, majority sales to sponsors and strategics, and minority stakes where a founder wants liquidity without giving up the company. We build the metric story (retention, expansion, payback, mix of new and existing revenue) that decides the price.

Buyers price software on the quality of its revenue. We surface the cohort and retention detail early, because the companies that hide it get discounted for it.

Raises for lending, payments, infrastructure and wealth businesses, plus sales to banks, processors and larger platforms. We handle the parts that slow these deals down: licensing, regulatory posture, unit economics per transaction, and the split between balance sheet and fee revenue.

We separate the technology story from the credit story, because they are valued by different buyers on different multiples, and conflating them costs money.

Capital for services, devices, diagnostics, digital health and platform businesses, and sales to strategics, sponsors and hospital groups. We work with the evidence, the reimbursement path and the regulatory position as part of the story from the first page.

Reimbursement and regulatory risk are what buyers actually diligence. We put both in front of them on day one, with the evidence attached.

Growth capital, minority stakes and full sales for brands and retailers. We build the case around repeat purchase, contribution margin after all acquisition cost, and the channel mix, because that is what separates a brand with a multiple from one without.

Consumer buyers discount revenue that only exists while paid acquisition is running. We show the part that does not, and we show it before they ask.

Raises and sales for brands, producers and distribution businesses. We cover production capacity, distribution agreements, margin by channel and the concentration in your top accounts, which is usually the first question a buyer asks.

Distribution is the asset, and its terms decide the price. We handle the concentration question early, while it is still ours to frame.

Majority sales, minority stakes and growth capital for manufacturers, component suppliers and industrial service businesses. We work through asset base, capacity, customer concentration and the working capital cycle, and we present the real normalized earnings.

These businesses are usually worth more than their accounts suggest, because the accounts were built to manage tax. We normalize them properly and evidence every adjustment.

Sales and capital raises for staffing, consulting, facilities, outsourcing and managed service businesses. The work is proving that the business runs without its founder, and that its contracts renew.

Founder dependence is the single biggest discount in this sector. We address it in the materials and in the deal structure, before a buyer has to raise it.

Capital for generation, storage, efficiency, grid technology and climate software, and sales to strategics, infrastructure funds and utilities. We separate project economics from company economics, since they attract different capital at different costs.

Most processes here fail by taking a project to an equity investor or a platform to an infrastructure fund. We route each part of the business to the capital that prices it correctly.

Equity for operating platforms and technology businesses, plus sales of management companies and portfolios. We keep the distinction between the asset and the operating company explicit, because buyers pay very different multiples for each.

Recurring management fees are valued as a business. Asset gains are valued as an asset. We present them separately so neither drags the other down.

Raises and sales for studios, rights holders, clubs, platforms and creator businesses. We value the catalogue, the rights and the audience as distinct assets, and we find the buyers who want each of them.

Buyers here are as often individuals as institutions. We run both in the same process, which widens the field considerably in a sector where a single motivated buyer can move the price.

Capital and exits for schools, training providers, platforms and certification businesses. We work with enrolment, completion, lifetime value and the regulatory position in every market you operate in.

Enrolment growth without completion data reads as churn to an experienced buyer. We lead with the outcome numbers when they are strong, and we fix the story when they are not.

Sales and capital raises for freight, last mile, warehousing, fleet and logistics technology. We cover contract terms, customer concentration, network density and asset intensity, and we treat asset heavy and asset light models as the different businesses they are.

Density is the moat, and it is local. We show buyers exactly where you are hard to replace, which is usually a smaller area than the pitch claims and worth far more.

Capital for producers, processors, inputs and agricultural technology, plus sales to strategics and funds. We work with land, yield, offtake agreements and commodity exposure, and with the technology story where there is one.

Offtake agreements are the difference between a commodity margin and a contracted one. We put them at the centre of the story and price the business accordingly.

Raises and sales for hotels, operators, platforms and travel businesses. We separate property from management, cover occupancy, rate and seasonality honestly, and account for the concentration in your booking channels.

Channel concentration is the hidden risk buyers price for. We show what share of your bookings you actually own, and what it would cost to replace the rest.

This list covers where we work most often. It is not a limit. We have taken companies to market in sectors that appear on no list, and the method does not change: understand the business, find the people who buy businesses like it, and run a real process. If your industry is not above, write to us and we will tell you plainly whether we can help.

We are geography agnostic and sector agnostic. What we need is a business a buyer would want.