Institutional-grade analysis, hands-on judgment.
Every mandate is unique. What stays constant is the method we apply.
Specificity over volume.
We don't try to talk to every possible buyer — only to the right ones. Each longlist is built from the company's specifics — not from a generic database — and prioritized by the real probability that a given buyer will close at a competitive multiple.
Technology that amplifies, not substitutes.
We've developed proprietary tools that let us analyze hundreds of potential buyers with the depth typically reserved for a dozen. But the decision on whom to talk to, how to approach them, and on what terms remains the advisor's. Technology is the lever; judgment is ours.
Hidden gems over the obvious list.
The obvious buyers are on everyone's list. A good advisor's value lies in finding the buyers no one else has identified — the international fund with a sector-specific thesis, the industrial group yet to enter Iberia, the family office with an appetite for your model. That's where the differential multiple appears.
Proximity to the selling shareholder.
Selling a family-owned business is, before being a transaction, a personal decision. We accompany the business owner throughout the entire process — including what comes after closing: the transition, the post-deal role, the legacy. Trust is not a marketing word: it is the necessary condition for the process to work.
Four phases. A disciplined timeline.
Preparation
Equity story, information memorandum, data room documentation. Weeks 1–4.
Origination
Analytical longlist, prioritization, initial approach under NDA. Weeks 4–8.
Negotiation
Non-binding offers, due diligence, binding offers, and selection. Weeks 8–18.
Closing
Final SPA negotiation, signing, conditions precedent, closing, and post-deal plan. Weeks 18–24.