The investor universe
Growth funds, family offices, strategics, and private principals, reached directly through nine offices and put in competition.
Capital Raise
Equity capital for private
companies, raised from the
right rooms.
From origination through allocation and close: the story, the investors,
and the terms, run by one firm, in confidence, across jurisdictions. By introduction. In confidence.
Capital is abundant. Capital on your terms, from investors you would choose twice, is not, and the difference is the process.
We build the story and the number, prepare the company, run the right investors in competition, negotiate the terms whole, and close.
The mandate suits private companies raising equity for growth, strength, or partnership, from the firm's investor network and beyond.
The raise takes several forms.
The primary raise
New equity into the business, for the plan that justifies it.
The strategic investor
Capital that brings a customer, a market, or a capability with it, priced for what it carries beyond the cheque.
The pre-sale round
Strength built deliberately before an exit: balance sheet, governance, and a valuation marker set on your terms.
The round with liquidity alongside
Some owners take money off the table inside the raise. Where that is the real objective, a recapitalisation may serve
better, and we will say so.
The family office round
Patient private capital with longer horizons
and fewer conditions. The firm's own
network runs deepest here.
The process.
Six phases, the same discipline every time.
Most raises run four to seven months from the first conversation to settlement.
I
Screening
The conversation first, under NDA if you prefer. The company, the
plan, and whether equity is the right instrument at all. If debt or
patience serves you better, we say so.
II
The story & the number
What the capital does and what the company is worth, built as arithmetic. Investors fund numbers with a story attached, never the reverse.
III
Preparation
Financials normalised, materials built, the data room assembled
before the first meeting, so momentum never waits on paperwork.
IV
Market
The right investors approached directly and in confidence: growth funds, family offices, strategics, and principals from the firm's network. The name follows a signed NDA. Fewer rooms, better prepared, beats a roadshow.
V
Terms & allocation
Valuation, governance, preferences, and the shape of the register negotiated whole. Who is on your register matters for a decade; the price matters for a quarter.
VI
Close
Funds settle, the register updates, and the plan begins. Many clients return for the rounds and the transactions that follow.
Processes go stale, and investors can smell it. A raise run to a timetable, with diligence answered before it is asked, closes at the price the preparation earned.
One story, the right rooms.
The raise is a bridge, and the firm is the span.
The company
the story
and the number
One process
prepared, staged,
competitive
Growth funds
Family offices
Strategics
Private principals
Fewer rooms, better prepared.
The register you close with is the one you live with.
One prepared story, told to four kinds of room at once, so the terms are set by competition and the register is set by choice.
Why Companies Engage Us
The number, defensible
A valuation built as arithmetic and defended as such. We would rather show a smaller number that holds than a larger one that does not.
On the company's side
We act for the company and its owners,
never for the capital. Valuation, governance,
and preferences negotiated as one
instrument.
The register, curated
Who invests matters for a decade. Investors are chosen for how they behave when a quarter goes sideways, not how they present when everything is going up.
Cross-border, natively
The company in one jurisdiction, the capital
in three others. The structure follows the
register, arranged alongside the raise.
Discretion, engineered
Blind first, name after NDA. A raise that
leaks reads as weakness, even when it is
strength.
The instruments, compared.
Common equity
Preferred
Structured
Dilution
Common equity
Full, at the agreed price
Preferred
Full, with protections priced in
Structured
Lower headline dilution, paid for elsewhere
Governance
Common equity
Board seat and information rights, usually
Preferred
The same, plus consent matters
Structured
The most conditions per dollar
Downside protection
Common equity
None; investors share your risk
Preferred
Preference on exit or liquidation
Structured
Preference plus coupon, ratchet, or both
When it fits
Common equity
Aligned partners, clean stories
Preferred
Institutional rounds, larger cheques
Structured
Special cases, priced with open eyes
Every protection an investor takes is a cost the register pays later. The terms phase prices each one out loud, so nothing in the documents surprises
you in an exit.
Commonly raised from: growth funds / family offices / strategic investors / private principals / the firm's own network
What we act on.
The firm acts on equity raises for private companies with a defensible story and a use of
proceeds that survives arithmetic.
Typically founder-held or family-held, typically raising from institutional-grade investors, typically with a cross-border
dimension in the company or the capital.
We act for the company and its owners, never for the capital providers. Terms are set out plainly in the Engagement Agreement before any work begins.
Asked before most mandates.
How is the valuation set?
Built in preparation, tested in the market, and settled by
competition. We show the workings before the process starts, and
we defend them in the room when it matters.
How many investors should we meet?
Fewer than you think, better prepared than they expect. A wide
broadcast leaks and stales; a staged approach to the right rooms
creates the same competition without the exposure.
Preferred or common?
Whatever the whole instrument justifies. Preference terms are a
price like any other, and the table above is the conversation we
have with you before any investor has it with us.
What kills raises?
Preparation gaps and stale processes. Diligence questions
answered slowly read as problems; a timetable that drifts reads as
weakness. Both are preventable, and preventing them is most of
the mandate.
Can owners take money off the table in the round?
Sometimes, and investors accept it more readily than founders fear,
in the right proportion. Where liquidity is the real objective, a
recapitalisation is usually the cleaner instrument, and we will say so.
What does it cost?
The commercial terms are set out plainly in the Engagement
Agreement before any work begins, with the substance of our fee
settled at completion, alongside the capital. There are no surprises
in our paperwork. You should expect none in your investor's.
No public references.
The firm does not name clients, counterparties, or terms.
Not in marketing, not in conversation, not after the fact. The companies best placed to vouch for the work are the reason we
will not ask them to. If discretion matters to you while you
raise, it should matter to the firm that opens the doors.
Adjacent to this mandate.
Raised properly, once.
Every mandate begins with a conversation. Outline the company
and the raise in confidence. If we are the right firm for it, we will
say how we would run it. If we are not, we will say that too, and
where we can, point you toward who is. Request an Introduction,
in confidence. No obligation. An NDA is available before any detail
is shared.