Every transaction has
two sides. We have
sat on both.
Centriq advises founders and fund managers on the transactions that define them. We have been general partners deciding which companies got backed and on what terms — and the advisers building the companies on the other side of that table.
You are doing this once. They have done it a hundred times.
Raising, acquiring, restructuring or listing — the decisions that set the next decade of your company, made under time pressure against people who do this professionally. We close that gap, and we run the transaction so you can keep running the business.
- Raising
- Acquiring & merging
- Going public
The vehicle, the LPs, and every deal that goes through it.
Fund formation and structuring, administration and LP reporting, and the investment side — diligence, deal execution, portfolio company structuring and exits. We have run funds ourselves, so we build the things we know you will actually need.
- Structuring
- Operations & LPs
- Investments & portfolio
Most advisers have only ever seen one side of the table.
We know what the other side will do before they do it.
Our partners have been general partners of funds and have sat on investment committees — deciding which companies were backed, at what valuation, and on what terms. We know how the memo gets written, where a fund has room to move, and which "standard" terms are nothing of the sort.
We have also sat opposite those committees, building the company being assessed. That is the whole firm: we speak both languages, so the transaction actually closes — and closes on terms both sides can live with in year five.
General partner at multiple funds
Not observers — decision-makers, with capital at risk and a committee to answer to.
Investments, M&A, flips and reverse flips
Structures built to raise capital, and the same structures unbuilt to go public.
Private to public, end to end
Companies taken from an offshore cap table to a listed board.
A transaction looks completely different depending on where you sit.
Deals fail in the gap between the two readings — the founder solving for control and the next decade, the fund solving for entry price and eventual realisation. We work on both sides of that gap, never on both sides of the same table.
CompanyRaising a roundDilution, control, the terms that bind in year six.
InvestmentFundDeploying capitalEntry price, protections, path to a return the LPs will accept.
CompanyBuying a competitorIntegration, funding, and not dropping the core business.
AcquisitionFundBacking a buy-and-buildPlatform economics, follow-on reserves, consolidated exit story.
CompanyMoving the holdcoTax on transfer, employee options, what a listing will require.
RestructuringFundProtecting the positionWhether the flip dilutes rights, and what it does to the mark.
CompanyGoing publicPromoter classification, lock-in, life as a listed company.
ExitFundRealising the investmentOffer-for-sale participation, lock-in, distributions and DPI.
Strategy, structure and execution.
We have already done it
Investments, mergers, acquisitions, cross-border expansion, flips, reverse flips, fund formations and companies taken from private to public. Whatever is in front of you, it is not the first time we have seen how it ends.
One team, four disciplines
Legal, tax, regulatory and commercial held in one place, so nobody optimises their slice and disclaims the rest. Transactions fail in the seams between advisers — we remove the seams.
We run the transaction
Two hundred open items across six advisers, and usually nobody owns the list. We own the checklist, the calendar and the closing mechanics. Unglamorous, and often the difference between closing and slipping two quarters.
Cross-border by default
India, Singapore, Mauritius, Delaware, GIFT City, the Gulf, Europe. The structures are never in one country, and we have run ownership chains that had to satisfy four regulators at once.
The same faces, transaction after transaction.
We keep the firm small so every mandate gets partner time. No rotating bench, no handover to juniors once the engagement letter is signed.
Akhil Bansal
Partner · Transaction & Capital Markets
Sonia Gupta
Partner · Legal & Fund Advisory
Kushik Sharma
Partner · Finance
Sumit Rana
Principal · Legal & Regulatory
Gaurav Gandhi
Senior Associate · Corporate Secretarial
Preeti Gupta
Senior Associate · Corporate Secretarial
Not a service list. A record.
- General partner at multiple funds
- Investment committee seats
- Venture & growth investments
- Mergers & acquisitions
- Cross-border buy-and-build
- Holding company flips
- Reverse flips into India
- Market entry & outbound expansion
- Fund formation & administration
- Private to public — IPO
- Post-listing compliance
Fifteen acquisitions. One structure that held.
A Singapore company held by an Indian parent, expanding across Europe through fifteen acquisitions — advised throughout. Each deal carried its own merger control, employment transfer and tax residency, with Indian reporting obligations multiplying on every step-down entity.
Three jurisdictions, one ownership chain.
A Singapore company acquiring a US target, where the Singapore entity was ultimately held by Indian residents. Indian outbound rules, Singapore substance and treaty access, and US tax at the target all had to agree before anything could close.
Call us before there is a deal.
The most valuable conversation is the one that happens while the decision can still change — whether you are raising, deploying, acquiring or preparing to list. A partner reads every enquiry and replies within one business day.