A structured process creates consistency without forcing different transactions into the same mould.
Thesis & Origination
Develop a reason to engage before a formal process dictates the agenda. Themes may emerge from sector work, corporate change, ownership dynamics or direct relationships.
Initial Screening
Assess business quality, transaction rationale, stakeholder objectives, downside characteristics and the potential route to control or influence.
Diligence
Test commercial, financial, operational, legal, tax, technology and structural assumptions at a level proportionate to the situation.
Structuring
Align ownership, financing, governance and transaction mechanics with the realities of the business and the objectives of the relevant parties.
Decision & Execution
Maintain short decision paths, clear responsibilities and disciplined transaction management through signing and completion.
Ownership & Value Creation
Translate the investment case into a focused operating agenda with accountable owners, milestones and measurable priorities.
Realisation
Evaluate strategic alternatives throughout ownership and prepare the business for the route that best reflects its development and market conditions.