How an engagement runs
Four stages, each with a deliverable attached.
Every engagement follows the same spine, whether it is a studio build or a capital raise. What changes is the depth of each stage — not the order.
Weeks 1–2
Diagnose
We find the legal and financial gaps holding back the valuation.
Before anything is built or raised, we audit what already exists — the cap table, the contracts, the model, the reporting. Most companies are carrying at least one structural problem that will surface in diligence. It is far cheaper to find it now than in week six of a process.
What you receive
- Capital structure and cap table audit
- Financial model review and rebuild
- Diligence gap analysis with severity ranking
- Written recommendation and scope of work
Weeks 2–6
Structure
We put together the right mix of equity, debt and non-dilutive funding for the stage.
Not every company should raise equity, and almost none should raise only equity. We design the stack around the actual shape of the business — grants and credits where they fit, debt where the cash flows support it, equity where it buys something you cannot get otherwise.
What you receive
- Capital structure design and scenario modeling
- Investor narrative and information memorandum
- Data room build, populated and diligence-ready
- Target investor list with routes to introduction
Ongoing
Operate
We step in as fractional leadership and keep the company moving while the team grows.
This is where most advisory relationships stop and ours does not. We hold a seat — fractional CFO, COO, or CEO depending on the company — running the finance function, the board cadence, and the operating rhythm until the company can carry it internally.
What you receive
- Fractional CFO, COO, or CEO leadership
- Board reporting and investor updates
- Budgeting, forecasting, and burn management
- Hiring plan and compensation structure
As the company grows
Scale
We build the governance and reporting that let the company keep raising and growing.
Growth puts new weight on a company: more investors, more reporting, a bigger board. We put governance, financial controls, and a current data room in place so each next round, partnership, or acquisition conversation is a formality rather than a scramble.
What you receive
- Governance and board structure review
- Financial controls and reporting upgrade
- Data room kept current between rounds
- Support on follow-on rounds and strategic deals
What you can hold us to
Named deliverables
Each stage ends with something concrete leaving our desk — a model, a memorandum, a data room, a structure. No retainers against vague availability.
The people you meet lead the work
We work with a small number of companies on purpose. A partner reviews and signs off every piece of analysis you receive.
You can stop between stages
Engagements are scoped stage by stage. If the diagnosis says you do not need us yet, we will tell you that and hand back the work.