Pragmatic finance for entrepreneurs

From integrated financial models for strategic decisions, investment analysis, LBO and M&A scenarios, we develop integrated models that connect operating drivers to P&L, balance sheet and cash flow
Built for the way management actually uses them, our models surface where margin is created, where cash is tied up and how sensitivities reshape the picture. Scenarios, sensitivities and simulation are layered in wherever they sharpen the decision.

Capital structure is one of the highest-leverage decisions a company makes, and we work with shareholders and CFOs to get the mix right. We weigh the trade-offs across equity, mezzanine and senior debt, model the implications for cost of capital and flexibility, and stress-test how the structure holds up under different operating paths. The aim is a capital base that funds the plan today and still has room to breathe when conditions change.

We help owners and management translate strategy into a concrete pipeline of moves — defining where to play, identifying targets and partners that truly matter, and challenging the strategic logic before capital is at risk. Beyond individual opportunities, we put in place the analytics, governance and internal cadence that allow a company to evaluate deals consistently. When the right moment arrives, the organisation is ready to act with conviction.

We accompany shareholders and management through the full arc of a transaction — sell-sides, targeted acquisitions and carve-outs alike. From shaping the equity story and preparing the business for diligence to negotiation and signing, we combine technical rigour on valuation and structuring with the judgement calls that decide outcomes. The objective is a signed agreement that reflects the value genuinely created, not just the value agreed at the table.

Some situations sit outside the standard playbook — a covenant under pressure, a process that has stalled, a business that needs to be repositioned at pace. In these moments we work alongside boards, owners and CFOs to stabilise the picture, build a credible plan and engage lenders and investors from a position of preparation. Our role is to bring calm analysis and senior judgement when the stakes are highest, and to protect optionality on the way out.

Everything downstream depends on data quality. We map information flows across accounting, CRM, billing and banking — tracing where they break, where manual work fills the gaps, and where the same number means different things in different reports. Then we put the rules in place: ownership, definitions, controls. A reporting foundation that holds up under diligence, without waiting for a full system replacement.

Reporting should explain performance, not just record it. We build management reporting that ties results back to their drivers — from trial balance to driver-based dashboards that refresh without manual work. Chart of accounts, cost centres, FP&A, budgeting and variance analysis, anchored to a disciplined monthly close and a board-ready cadence management can run on.

We take systems from selection through to a stable go-live. We assess the current architecture, define the target operating model, and run vendor selection end to end — scoping, negotiation, contract — then stay through delivery and post-go-live stabilisation, rather than handing off when the risk peaks. Choosing the tool is the easy part; landing it without breaking the monthly close is the hard one.

We turn the data finance already owns into decisions. Workflows, AI models and LLM-driven processes built around each business — classifying and cleaning transaction data, flagging anomalies before they compound, forecasting off historical patterns, automating recurring reporting, and surfacing what would otherwise stay buried in a spreadsheet. The tooling follows the use case, not the other way around.

Liquidity and working capital are where value is won or lost quarter to quarter. We work the cash conversion cycle across DSO, DPO and inventory to release net working capital, and build the EBITDA bridge to pinpoint where margin is created and eroded — then act on the drivers that move it. On the capital side, we optimise financing and factoring structures, size credit lines and headroom, and run covenant analysis and monitoring so leverage supports the plan rather than dictating it. Underneath it all, a live 13-week cash forecast keeps liquidity visible before it becomes a constraint.