We have sat on
both sides of the table.
Centriq began across boardrooms, deal tables and regulatory filings spanning continents — and on investment committees, deciding which companies got backed and on what terms. Both seats taught us the same thing, and the firm is built on it.
The hardest part was never the advice. It was the gap between advice and outcome.
Between strategy and execution. Between the memo and the closed deal. We watched well-reasoned recommendations stall because nobody owned the next step — because the tax adviser's answer assumed a structure the lawyer had already rejected, because a filing that should have gone in six weeks earlier sat with someone who thought it belonged to someone else.
And from the investor's chair we saw something harder to see from the other one: most deals do not fail on price. They fail because the two sides are solving different problems and nobody in the room is translating. The founder is solving for control and the next decade. The fund is solving for entry price and eventual realisation. Both are reasonable. Neither is being heard.
The world we advise in did not stand still.
The corridors of capital have shifted. India to Singapore. Singapore to the Gulf. Gulf to the United States. Capital that once moved along two or three familiar routes now moves along a dozen, each with its own regulatory architecture.
A generation of founders built offshore structures optimised for raising private capital — and is now discovering that a public listing in India demands close to the opposite. The unbuilding is expensive, irreversible, and on a clock. The funds holding those positions are living through the same transition from the other side.
Artificial intelligence has compressed almost every part of a transaction. Diligence that took six weeks takes two. But it cannot compress an NCLT approval, a lock-in period, or three years of restated financials. As everything else accelerates, the structural path becomes the constraint — which makes getting it right earlier worth more, not less.
So we rebuilt around what we are actually good at: sitting in the middle of a transaction, holding legal, tax, regulatory and commercial together, and carrying it to a close. Same team. Same rigour. Sharper about what we are for.
Four commitments on every mandate.
Senior attention, throughout
The people who win the mandate run it. No handover to a junior bench once the engagement letter is signed.
One integrated view
Legal, tax, regulatory and commercial analysed together. Most transactions fail in the seams between advisers, so we remove the seams.
Execution, not memoranda
We own the workstream to completion — drafting, negotiating, filing, closing, and the compliance calendar that follows.
Never both sides
We advise founders and we advise funds. Never both sides of the same transaction — conflicts are checked before we take a mandate.
Both ends of the ecosystem.
Founders and management
Raising, restructuring, acquiring or preparing to list — where the next decision determines what the company can do for the following five years.
Fund managers
Structuring and running the vehicle, onboarding and reporting to LPs, and executing the investments and exits that the fund exists to make.
Global corporations
Groups entering or scaling in India, and Indian groups expanding abroad — where a local decision has to fit a structure designed somewhere else.
Work with us.
The best conversations start before the decision is made. Tell us what you are weighing and we will tell you plainly whether it is something we should be involved in.