Large decisions fail on assumptions, not arithmetic.
An investment case, a sale, a facility or a new partner all rest on a small number of assumptions. In most failed decisions those assumptions were never written down, never challenged, and never tested against a downside that management was willing to state out loud.
Our advisory work makes them explicit. We build the analysis, identify which variables the outcome is genuinely sensitive to, and test the case against conditions the business might actually face rather than the ones that support the conclusion.
The output is prepared for its audience — a board, a lender, an investor or a counterparty — in the form and level of detail that audience will expect to interrogate.
Where we are engaged
Each mandate is scoped to a specific decision and a specific audience. Advisory work without both tends to produce documents rather than clarity.
Feasibility studies
Market, operational and financial assessment of a proposed investment, with assumptions stated and tested.
Valuation support
Analysis and supporting workings for transactions, shareholder matters and internal planning purposes.
Due diligence
Financial review of a target or of your own business ahead of a process, with findings ranked by significance.
Financing readiness
Preparing the information a lender or investor will request, before they request it and on your timeline.
Restructuring support
Analysis of options where the capital structure, group structure or cost base no longer fits the business.
Board reporting
Papers and analysis prepared for boards and shareholders in a form that supports a decision at the meeting.
How an advisory mandate runs
Four stages, with the decision and its audience fixed at the start.
Framing
We agree precisely what decision is being taken, by whom, and what would change their mind.
Analysis
Models and findings are built from source information, with every assumption traceable to its basis.
Testing
The case is stressed against downside conditions and the variables that actually drive the outcome.
Presentation
Findings are presented in the form the audience expects — and we attend to answer for them.
What changes in practice
The point is not a document. It is a decision taken with the downside understood.
Assumptions on the record
Written, owned and testable — so a later review can establish what was known at the time.
Credibility with counterparties
Analysis that holds up under external scrutiny shortens negotiation and improves terms.
Understood sensitivity
Clarity about which two or three variables the outcome actually depends on.
Faster processes
Information prepared in advance removes weeks from a financing or transaction timetable.
Advisory questions we are asked most
Answers are general and prepared for this prototype. They are not tax or legal advice and should be confirmed for your circumstances.