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Where technology raises capital.

What we do

Equity, debt and M&A for technology companies

Four practices, one sector. We advise technology companies raising between $1M and $100M, and founders preparing for a sale, with an institutional process from first conversation to close.

Book a callHow a mandate runs

01 / Equity

Equity capital raising

From seed extensions to pre IPO growth rounds, we run the raise end to end, so competitive tension is real rather than hoped for.

  • PositioningThe story, the metrics that carry it, and the cohort it will be priced against, settled before any investor sees a page.
  • TargetingA tight list matched to thesis, stage and cheque size: the right 40 investors, not a spray of 400.
  • ProcessData room ready on day one, parallel conversations, and term sheets landed on the same clock.
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02 / Debt

Debt & venture debt advisory

Debt is now a standard part of technology capital structures. We negotiate it in parallel with equity, where it compresses the equity ask and gives the board a real alternative.

  • Runway extensionReach the next milestone before raising equity again, on better terms.
  • Growth without dilutionFund growth from predictable recurring revenue rather than selling equity at today's price.
  • Round complementDebt sized alongside an equity round to reduce the equity ask and harden the balance sheet.
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03 / Strategic advisory

Strategic advisory & M&A

When the right outcome is a sale, an acquisition or a reset of the capital structure, we bring the same discipline: preparation first, a competitive process, and negotiation with a credible alternative in hand.

  • Selling the companyPreparing the business, building the buyer list across strategic and financial acquirers, and creating real competition for the asset.
  • AcquisitionsIdentifying and approaching targets, valuation and structure, and financing the deal.
  • StructuringTerms, earn outs, rollover and governance, negotiated so the deal that signs is the deal that closes.
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04 / Engagement

Investor & counterparty engagement

Capital and transactions are decided in conversations. We identify the investors, lenders and strategic counterparties that fit the mandate, across Europe, the GCC and North America, and run those conversations alongside the company.

  • MappingFamily offices, growth and institutional investors, private credit providers and strategic acquirers, filtered by thesis, cheque size and appetite for the sector.
  • Europe and the GCCWhere Gulf capital fits the raise, board advisors in Abu Dhabi and Riyadh support the approach to family offices and institutions in the region. Where it does not, the process stays in Europe or North America.
  • ProcessSequencing, materials, follow up and feedback, so every counterparty sees the same story on the same clock.
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Who we work with

Built for the band where companies actually raise

Too large for their own networks, too small for the bulge bracket. Every stage in between gets an institutional process.

$1M$100M
Seed extensionFirst institutional capital
Series AProving repeatability
Series BScaling the engine
GrowthExpansion and structure
Pre IPOLate stage and dual track

Where debt fits

Four ways technology companies use debt

Runway extension

Post Series A or B companies reaching a defined milestone before the next equity round.

Growth without dilution

Companies with efficient recurring revenue and predictable retention.

Round complement

Debt closed alongside an equity round, aligned with the new lead.

M&A financing

Buy and build strategies in fragmented software verticals.

Execution

How a mandate runs

Every engagement follows the same discipline, scaled to the transaction.

01

Preparation

Positioning, model review, valuation framework and the metrics investors will underwrite, fixed before launch.

02

Materials

Teaser, deck and data room built to institutional standard. One story, told the way the cohort prices it.

03

Outreach

Senior led conversations with a matched investor list, sequenced so interest builds on the same clock.

04

Terms

Term sheets negotiated with a credible alternative in hand, so tension is genuine.

05

Close

Diligence management, documentation discipline and a closing timetable that holds.

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A raise runs best when the work starts early

If your company is six to twelve months from a raise, that is the right time for a first conversation.

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