How a mandate 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 quietly capping 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 mandate scope
Weeks 2–6
Structure
We engineer the right blend of dilutive and non-dilutive capital for this 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 modelling
- Investor narrative and information memorandum
- Data room build, populated and diligence-ready
- Target investor list with routes to introduction
Ongoing
Operate
We embed as fractional leadership to drive velocity while the team scales.
This is where most advisory relationships stop and ours does not. We hold a seat — fractional CFO, COO, or CEO depending on the mandate — 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 it arrives
Exit
We professionalize governance and the data room ahead of a sale.
An exit is a diligence exercise with a deadline. The companies that clear it cleanly are the ones whose records were kept in that condition all along. We prepare the entity, the numbers, and the narrative so the process is a formality rather than a scramble.
What you receive
- Governance and corporate hygiene review
- Vendor diligence pack and data room refresh
- Valuation positioning and buyer narrative
- Transaction support through close
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 do the work
We keep the book short on purpose. There is no layer between the partner you speak to and the analysis you receive.
You can stop between stages
Mandates 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.