They have done this
a hundred times.
You are doing it once.
Every founder reaches a transaction that decides the next decade of the company — and discovers they are the least experienced person in the room. We close that gap, and we run the transaction so you can keep running the business.
What they bring
- A deal team that closes twenty of these a year
- Counsel who has read five hundred shareholders' agreements
- An investment committee that meets every week
- Analysts whose only job this month is your company
- Two hundred transactions of pattern memory
- No consequences after closing
What you bring
- You
- And a company you still have to run on Monday
we stand in
The imbalance is not about intelligence, and it is not really about advice — you can buy advice anywhere. It is about who has done this before, who is accountable for the outcome, and who has to live inside it afterwards.
Four disadvantages, and they compound.
- 01
Experience
The fund across the table closes twenty deals a year. You have done one. When they say "this is market standard", you have no way to know whether that is true — and usually no one in the room who can tell you. We have been the people saying it.
- 02
Alignment
The banker is paid on closing. The lawyer is measured on legal risk, which is not the same as a good deal. The accountant optimises tax, which can create structural problems for years. Nobody in the room owns whether this was right for you.
- 03
Capacity
They have a deal team. You have a day job. A transaction carries two hundred open items across six advisers, and when nobody owns the list, the founder ends up project-managing their own deal while running the company being valued.
- 04
Time
Everyone else moves on at closing. You live inside the result for a decade — the lock-in, the promoter classification, the holdco jurisdiction, the option pool, the veto rights. The people making these decisions bear none of their consequences.
Three moments.
We have written the term sheet you are being handed.
Investor selection, term sheet negotiation, valuation mechanics, diligence and definitive documents — advised by people who decided these terms from the other side.
Raising 02 — Acquiring & mergingThe seller has one job. You have two.
Cross-border M&A, buy-and-build, market entry and integration. We run the transaction end to end while you keep running the company that is paying for it.
Acquiring & merging 03 — Going publicMost advisers meet you at the DRHP. By then the expensive decisions are made.
Reverse flips, promoter classification, cap table normalisation, ESOP migration and DRHP readiness — starting 18 to 24 months before anyone else is in the room.
Going publicHolding it together.
Investors wanting liquidity, co-founders wanting different things, employees holding options, the board, the regulator — each on a different clock. Managing parties whose interests diverge from yours and from each other's is the real job, and it runs underneath every transaction above.
Most advisers appear for one line of this. We have been through all of it.
The first institutional round
Term sheet, rights, valuation mechanics. We tell you which terms will bind you in year six — because we have written them from the other side.
Follow-ons, the option pool, first people abroad
Dilution modelled properly, an ESOP pool that survives a listing, and a first cross-border entity built so it does not have to be undone later.
Buying, merging, expanding
Acquisitions and buy-and-build across jurisdictions. We run the process — diligence, negotiation, filings, closing — while you keep running the company.
The flip — or the reverse flip
Moving the holding company, in whichever direction the next decade requires. We have done both, and we know what each costs before you commit.
Getting listing-ready
Promoter classification, terminating investor rights, ESOP migration, historical filings regularised. This has to be finished 18–24 months before the DRHP.
Going public
Banker, counsel, auditor, registrar and exchange all arrive at once. We hold it together so you are answering questions about your business, not chasing advisers.
Life as a listed company
Disclosure, insider trading frameworks, related-party approvals, investor relations. We stay through the first cycles until your own team runs it without us.
Notice what is not in that line: a break. It does not stop and restart with a new adviser each time. By the third transaction we know your cap table's history better than anyone you could hire fresh.
Call us before there is a deal.
Whether it is a term sheet on the table, a target you are circling, or a listing three years out — the earliest conversations are the cheapest ones.