What we do
Equity and debt raises for technology companies, $1M-$100M, run as institutional processes from first conversation to close.
01 / Equity
From seed extensions to pre-IPO growth rounds, we run the raise end to end: positioning the business against the correct comparable set, building the materials investors expect, targeting the institutions actually deploying, and managing the process so competitive tension is real.
The story, the metrics that carry it, and the cohort it will be priced against - settled before any investor sees a page.
A tight list matched to thesis, stage and cheque size - the right 40 investors, not a spray of 400.
Dataroom ready on day one, parallel conversations, term sheets landed on the same clock.
02 / Debt
A record lending market has made debt a standard component of technology capital structures. We negotiate debt in parallel with equity - where it compresses the equity ask, hardens the balance sheet story, and gives the board a real alternative.
| Use case | Typical profile | What lenders underwrite |
|---|---|---|
| Runway extension | Post-A/B, 12-18 months to milestone | Last-round quality, burn multiple, investor support |
| Growth without dilution | Efficient ARR $5M+, predictable retention | ARR quality, gross margin, net retention |
| Round complement | Debt sized 20-35% of an equity round | The equity round itself; alignment with the new lead |
| M&A financing | Buy-and-build in fragmented verticals | Combined entity cash flows, integration record |
03 / Execution
Every engagement follows the same discipline, scaled to the transaction.
Positioning, financial model review, valuation framework, and the metrics investors will underwrite - fixed before launch, not during.
Teaser, deck and dataroom built to institutional standard. One story, told the way the target cohort prices it.
Senior-led conversations with a matched investor list, sequenced so interest builds on the same clock.
Term sheets negotiated with a credible alternative in hand - debt, strategics or insiders - so tension is genuine.
Diligence management, documentation discipline, and a closing timetable that holds.
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If your company is six to twelve months from a raise, that is the right time for a first conversation.
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