Capital strategy
How much to raise, at what stage, and against which use of funds — balanced against dilution and future rounds.
Private equity
Growth capital for bigger ambitions.
Institutional equity is not simply a larger cheque. It brings a partner with a view on strategy, governance and eventual exit — and a diligence process that examines the business closely.
Up to $400MPrivate equity requirements we are able to work on.
What private equity is
Capital in exchange for ownership — and for a seat at the table.
Private equity investors take a stake in a business in exchange for capital, with the expectation of realising value through an eventual exit — a sale, a secondary transaction or a listing.
Unlike debt, there is no repayment schedule and no security to provide. That flexibility is genuinely valuable for businesses funding growth that would strain a repayment obligation. But the capital arrives with expectations: reporting discipline, governance structures, board participation and, most importantly, alignment on where the business is going.
We are able to advise on private equity requirements of up to $400 million. In practice, the size of the requirement matters far less than whether the business is genuinely ready for an institutional shareholder.
An important distinction: the range above describes the requirement sizes we are able to advise on. It is not an indication of committed capital, available funds, or any assurance that investment will be secured.
What we advise on
The work that happens before a term sheet.
Almost every stalled private equity process traces back to one of these being left incomplete.
Investor readiness
Financial reporting depth, data room preparation, MIS quality and the internal discipline institutional investors assume exists.
Valuation perspective
An informed view of how comparable businesses are valued and what drives the range, so negotiation starts from evidence.
Investment narrative
The strategic story: why this business, why this market, why now, and what the capital specifically unlocks.
Diligence preparation
Anticipating commercial, financial, legal and tax diligence, and resolving what can be resolved beforehand.
Investor conversations
Identifying investors whose mandate, sector focus and cheque size genuinely fit, and supporting the engagement.
Who it tends to suit
Private equity generally fits businesses with these characteristics.
Not every profitable business is a private equity candidate, and that is not a criticism — it simply means another route is likely to serve better.
- A demonstrated growth trajectory rather than a projected one
- A market large enough to support meaningful scale
- Management depth beyond the promoter alone
- Willingness to accept governance, reporting and board obligations
- Genuine openness to eventual exit — investors need a path to liquidity
- A use of funds that materially changes the business, not just its runway
Advisory process
How a private equity mandate typically runs.
Timelines vary considerably. A well-prepared process is usually measured in months, not weeks.
01
Readiness assessment
An honest evaluation of whether the business is positioned for institutional equity now, or whether preparation should come first.
02
Capital & structure planning
Quantum, instrument, dilution modelling and the implications for future rounds and promoter holding.
03
Financial & business preparation
Restating financials, building the operating model, and closing gaps that diligence would otherwise surface.
04
Investment materials
Information memorandum, financial model and supporting analysis, assembled to institutional standard.
05
Investor mapping
Building a considered shortlist by mandate, sector focus, stage and cheque size, rather than approaching the market broadly.
06
Engagement & diligence
Managing investor conversations, coordinating diligence and keeping the process disciplined.
07
Terms & closure
Reviewing term sheets on their full substance — valuation, rights, protections and exit provisions — through to completion.
Key considerations
What promoters most often underestimate.
01
Valuation is not the whole deal
Liquidation preference, anti-dilution, board composition and drag rights can matter more to the eventual outcome than the headline number.
02
Diligence is genuinely intensive
Commercial, financial, legal, tax and sometimes technical diligence, running in parallel, over weeks. It consumes real management bandwidth.
03
Governance changes permanently
Board seats, reserved matters, reporting obligations and approval thresholds do not revert after the round closes.
04
Exit alignment is essential
Investors need a route to liquidity within their fund horizon. A promoter with no intention of ever selling or listing is misaligned from day one.
05
The next round is shaped now
Terms agreed today constrain what is possible later. Structure with the following round in mind.
06
Fit outlasts price
The investor you spend the next five years with matters more than a marginal difference in valuation.
Questions
Questions we are asked about this
We are able to work on private equity requirements of up to $400 million. That said, quantum is rarely the limiting factor — readiness is. A business well prepared for institutional scrutiny is in a stronger position at any size than one that is not.
Broadly, private equity tends to invest in established businesses with proven revenue and profits, often taking significant or controlling stakes. Venture capital typically backs earlier-stage, high-growth businesses with minority positions and a portfolio approach to risk. The boundary is not rigid — growth equity sits between them — but the difference in expectations is real. Our venture capital page covers that route in detail.
It depends on the amount raised and the valuation agreed, and it is genuinely negotiable. What matters as much as the percentage is what comes with it: board composition, reserved matters, protective provisions and exit rights. A smaller stake with extensive control rights can affect you more than a larger one without them.
No. We prepare, position and coordinate. Investment decisions are made independently by investors on their own criteria and timelines, and no adviser can commit to an outcome on their behalf.
Related
Explore related solutions
Most funding conversations touch more than one route. These are the ones most often considered alongside this page.
Assessing whether institutional equity is the right step?
A readiness conversation is the cheapest part of this process, and usually the most useful. It costs you an hour and can save several quarters.