An investor sees a hundred raises a year. This is your one.
The outcome turns on who is in the room and how prepared you arrive. The people across the table have read every deal like yours, and their systems read the market each morning. Everything you bring is measured against that.
Most rooms were never going to write the cheque. The filings say which ones were, at what size and on what terms, and we read them against your own numbers before anyone pitches anything.
What you get
Four things, from the first week to the closing table.
- 01
Capital Counsel
We advise the raise or the sale as counsel: the number, the structure, the terms and the story.
- 02
The Universe, Mapped Then Opened
We name every family office, sponsor and strategic acquirer that belongs in your process, and we open the conversations directly.
- 03
The Numbers Before the Room
What companies of your size and industry actually raised, who placed that money and at what commission, and what lenders mark companies like yours at, read from the filings against your own numbers.
- 04
The Function Built Inside
Where growth is the gap, senior operators build the pipeline, the process and the systems inside your business, and train the people who will keep them.
How it runs
We embed in the business, shape the story, connect you to the capital and advise at the table until it closes.
- 01
We embed
Most rooms were never going to write the cheque. Before anyone pitches anything, we come inside the business and map the field, while our systems read every private raise, fund close, mandate and senior move the day it is filed. We know what will be asked before it is asked.
- What you hold at the end of it
- Who is deploying in your sector this quarter, and at what size
- Your business, read the way an investor reads it
- A straight answer on whether you are ready, and what has to change if not
- 02
We shape
The first number said in the room is the one you negotiate from. We set the number, the structure and the terms with you, against what raises like yours actually closed at, and we shape the story around them. When you walk in, nothing across the table is new to you.
- What you hold at the end of it
- The number, the structure and the terms
- The deck and the model
- The answer to every question we know is coming
- 03
We connect
Most founders pitch the ten names they know. The capital has been raised and is waiting to be deployed; the work is connecting the two. We put you in front of who is deploying in your sector now: through our own relationships, through the people who hold the ones beyond them, and directly, in your name.
- What you hold at the end of it
- The list of who to be in front of
- The introductions, in your name
- The meetings
- 04
We advise
Most advisors leave after the deck. We are in every meeting, on your side of the table, and we operate inside your business every week until the deal closes. It does not end at the close.
- What you hold at the end of it
- The principal in every meeting
- The weekly work inside your business
- Diligence, terms and the last call, to close
What the Desk reads for you
Three reads the Desk runs on your own situation, from the public record, before we ask you for anything.
- 01
The Real Number
What companies of your size and industry actually raised, read from the private-raise filings and set beside the number you had in mind.
- 02
The Right-Capital Map
Who was paid to place money in your field and where to check them, and which funds have recently closed capital of their own to deploy.
- 03
The Room
Whether your ask sits where that end of the market is deep, and how your class of capital negotiates when it pushes back.
How this one is priced
An engagement here is scoped to the raise or the sale in front of you and priced to it. Before it starts we agree the number and how it is paid: a fee, equity in the business, or a mix of the two. We sit on your side of the table in every meeting, and we tell you what the numbers say the business is worth even when that is less than you hoped. If we do not believe we can move it, we say so on the first call and do not take the work.
Start with the situation.
Tell us what the business does, what you are raising and when it needs to land. A principal reads it himself and answers himself.