The capital and strategic decisions a business makes without a CFO in the room.
Real strategic and capital decisions get made in lower middle market companies without a CFO-level resource at the table, because the business is not yet big enough to carry one full time. The cost is quiet: debt on the terms that were offered rather than the best available, and a business worth less than it should be when it comes time to transact.
We provide the strategic and corporate finance thinking these decisions deserve, from what the business is worth and why, to how it should be capitalized and where it should go next.
Strategy and capital, together.
Valuation
Know what the business is worth, and why, before someone across the table already does.
Capital structure
Get the debt and equity mix, and the terms, that actually fit the business.
Corporate strategy
Decide where to grow, what to exit, and what the next few years should build toward.
Transaction structuring
Structure a contemplated deal so the economics land where they should.
What Your Business is Actually Worth, and Why Owners Get It Wrong
Most business owners overvalue their companies for understandable reasons. The market does not care about those reasons. Here is how to close the gap.
Qualification Is the Gate, and It Is Also the Price
Aerospace and defense work pays better and it's harder to lose. The catch is that the same qualifications that let you quote it also decide how long you wait to get paid, and most shops only price the first half.
Where the Next Dollar Goes
Most owners allocate capital by mood. A strong quarter buys equipment, a nervous one pays down the line. Strung together over 10 years, that is not a strategy. It is a series of reactions that happened to spend all the money.
Ready to talk?
Most engagements start with a conversation. Tell us what you are working on.