Transaction & Capital Advisory
Independent commercial due diligence, deal-linked market intelligence, and capital allocation support provide the research behind a decision - without being shaped by the management presentation.
The risk in most transactions lies in an assumption several layers below the headline - one that no one thought to challenge.
Deal teams and investment committees come to us when a transaction is approaching commitment, when a revenue assumption needs to be tested against market reality, or when the capital allocation decision itself requires an independent view. Every conclusion is grounded in a financial model or market assessment. That is what separates the work from advisory built on frameworks alone.
Our Approach
We provide an independent view at the point of commitment. Our work combines commercial due diligence that tests the assumptions behind the projections, market intelligence developed through primary and secondary research, and capital allocation support grounded in both financial modelling and market reality.
As the work progresses, qualitative findings and quantitative assumptions inform each other. AI-supported tools expand the breadth of research that can be covered within a transaction timeline, while analyst judgement remains central to the conclusions.
The most useful due diligence we have done is when the answer was no, and the client had the analysis to support that decision.
Who This is for
PE and VC deal teams needing an independent commercial view at the point of commitment.
Investment teams whose revenue assumptions need to be grounded in current commercial reality.
Leadership teams and investment committees making capital allocation decisions across a portfolio.
Our Transaction & Capital Advisory Capabilities
PE/VC Deal Evaluation and Commercial Due Diligence
An independent assessment at the point of commitment, designed to identify the structural risks that could change the decision rather than validate the management case.
Investment-Linked Market Intelligence
Primary and secondary research are combined: secondary data maps the market, while primary intelligence identifies which findings can be trusted.
Capital Allocation and Strategic Advisory
Capital allocation support, with every recommendation grounded in a financial model or market assessment.
How We Engage
Project-Based
Each engagement has a defined mandate, clear scope, and fixed deliverable, with most completed within 3 to 10 weeks. AI-powered screening across filings, transaction databases, and competitor data helps make that timeline possible.
Commercial due diligence for a specific transaction
Deal-linked market and competitor intelligence
Capital allocation analysis for a portfolio review
Ongoing Support
Continuous research support for investment teams across a portfolio or coverage universe.
Portfolio monitoring and ongoing research
Competitive intelligence across the coverage universe
Decision support for the investment committee
Sectors We Cover
Our work is grounded in the sectors we know deeply. Domain knowledge changes the questions worth asking and the answers worth trusting, so every engagement is led by people who understand the industry, not just the discipline. Whichever sector you operate in, the work is shaped by how that market actually behaves, where the value sits, where the risks hide, and what a credible case looks like to the people you are trying to convince.
We also cover:
Frequently Asked Questions
Market intelligence becomes valuable when a model’s revenue assumptions need to be tested against current commercial reality-not only what published data suggests, but what is actually happening in the market. The gap between a credible market report and what competitors are doing on pricing, distribution, and customer acquisition is often where revenue assumptions begin to break down.
Every recommendation is grounded in a financial model or market assessment rather than a framework alone. This work is relevant when capital allocation, portfolio sequencing, or a growth decision requires a quantitative foundation. Broader strategy engagements, operating model redesign, and market-entry planning sit within our Strategy Consulting practice.
No. Due diligence reports, market intelligence, and capital allocation analysis are prepared for the client’s internal decision-making. The client owns the work and the decision that follows from it.
Early enough for the findings to change the decision. Commercial due diligence is most useful before the letter of intent or immediately afterward, while pricing and deal structure remain open. Bringing in diligence after the terms are effectively agreed often limits the work to confirming a decision that has already been made.
Your internal team knows the transaction and, by that stage, usually wants it to succeed. That is not a criticism; it is a natural result of sustained involvement in a deal. Our value comes from remaining outside that process. We have no position to protect, no thesis to defend, and a mandate to identify the specific risk that could change the decision-not merely the risks that confirm it.
An independent view that can be presented to the investment committee, supported by clearly documented reasoning and not shaped by the management presentation. In practice, that means either the confidence to proceed at the right price or the evidence to walk away, with a clear record of why. Both outcomes can be worth significantly more than the cost of the engagement.
Pricing depends on the scope, engagement type, depth of work, size and complexity of the target, and number of markets involved. A focused red-flag review and a full commercial due diligence exercise across multiple geographies require very different levels of work. Once the mandate is clear, we define the scope and provide a complete quote before the engagement begins.
Ready to Work?
The first conversation is about the decision in front of you: the deal approaching commitment, the assumption that needs validating, or the capital allocation question. We will tell you precisely how we approach it.