Growth & funding advisory
The business plan and the capital structure,
decided together
Capital raised on a plan that holds
We bring the business plan and the capital structure together — sizing the need, building the case, and arranging the debt, equity or funding to meet it. We structure the deal, run the process, and stay through drawdown and compliance.
Who it is for
- Companies planning growth, a new investment or an acquisition that needs funding.
- Businesses raising equity or arranging debt, and preparing to face banks and investors.
- Firms tapping EU or national funding programmes, where the money is won but the structure around it is not yet built.
The problem we solve
- A funding need sized by instinct, not by a plan the numbers support.
- Term sheets and facilities negotiated without a case that stands up to a lender's scrutiny.
- Grants and programmes secured, but no financing structure to carry the project to disbursement.
Plan, structure and capital, decided together — from the business case to the term sheet, and through to drawdown.
The plan comes first — the case that says how much capital is needed, for what, and on what return. We build business plans management can execute and a lender can underwrite.
- Strategic and financial planning, tied to the funding need.
- Business plans and financial models built to be defended.
- Investment cases with returns, sensitivities and downside.
- The number that sizes the raise.
We advise on both sides of a transaction — sourcing and pricing an acquisition, or preparing and running a sale
- Buy-side origination, valuation and diligence support.
- Sell-side preparation, investor material and process.
- Deal structuring and negotiation.
- Post-deal integration planning.
We structure your bank financing with you — how much to borrow, in what form and on what terms — then take it to the banks and arrange it.
- Working capital lines and credit facilities.
- Investment loans and long-term bank financing.
- Debt refinancing and covenant analysis.
- Term sheets negotiated on your side of the table.
We identify the right programme for your investment and run it end to end — from eligibility and scoring to submission and disbursement.
- EU and national funding programmes — application to disbursement.
- Development Law and grant-backed project financing.
- Investor materials, teasers and management presentations.
- Data rooms, prepared and run.
Size it, structure it, raise it —
then see it through
We Analyse
We map the plan, the numbers and the real funding need.
We Advise
We define the capital structure and the route to raise it — on evidence, not appetite.
We Structure
We build the case, the model and the materials a lender or investor will underwrite.
We Execute
We run the process and negotiate the terms, on your side of the table.
We Monitor
We stay through drawdown, covenants and compliance — to completion.
- A business plan and model built to be funded.
- A capital structure sized to the need, not the appetite.
- Term sheets and facilities negotiated in your favour.
- Funding drawn, and the compliance behind it managed.
Capital raised on a plan that holds — and a structure that carries it through.
Closing a funding gap without stalling a €5m investment
How a financially healthy company kept a grant-backed, new-build production project on track when disbursement timing opened a cash gap.
A financially healthy company had secured an approved investment under Greece's Development Law — a €5.0m programme to build a new production unit. The plan combined a €3.5m grant, €0.7m of bank debt and €0.8m of equity. The bank's bond facility was drawn in two tranches, each released against the physical and financial progress of the build.
By the time we were brought in, €1.3m had already been deployed, funded from equity and drawn debt. But the structure carried a timing risk that had now materialised. The grant is paid in arrears, after audit; the staged bank tranches trailed the pace of construction. A funding gap had opened between money spent and money available — and with it came cash pressure, delay, and real risk to both the project's milestones and the grant itself.
We began with the numbers, then moved quickly to close the gap and protect the milestone.
- 01Analysed the project and the financing structure.A full review of progress, committed costs and the funding plan — enough to size the gap precisely and set the order in which to close it.
- 02Arranged a bridge facility and refinanced with a new bank.A new bridge line, together with a complete refinancing of the facility at a different bank, closed the gap quickly and carried the project through to its first audit request.
- 03Secured financing against the approved grant.Once the milestone was reached, we arranged debt pledged on the grant — tying repayment to the incoming subsidy rather than to the company's working capital.
- 04Took over the Development Law mandate.We now manage the programme end to end — disbursement, audit and control filings, and ongoing compliance — through to completion.
The gap was closed, the project resumed on schedule, and the new unit is progressing normally through its remaining milestones. The company came out of it with a clean, staged financing structure — one built around the grant it had already won, not improvised under pressure.
A grant is only as useful as the financing built around it. Here the subsidy was already secured; what the project needed was a structure that could carry it to the milestone.
We do both. We build the case and set the structure, then run the process end to end — approaching lenders and investors, negotiating terms, and staying through drawdown.
On the plan and the numbers. The right structure depends on the return, the risk and what the balance sheet can carry. We size it, then go to the market that fits.
Yes. We work from application through to disbursement — and, just as importantly, we build the financing structure that carries a project to the point the grant is paid.
Rarely. We are often brought in when a term sheet is on the table or a gap has opened. The sooner we see the numbers, the more room there is to improve the outcome.
By mandate, matched to the work — advisory, a defined project, or a raise. We agree it before we start.