Two fixed-fee reports and two retained mandates, staffed by principals.

Before signing an LOI, sellers need to know who they're actually dealing with: the acquirer's archetype, capital stack, integration posture, and the real strategic urgency behind the offer.

• Primary analysis of the acquirer's history, financing capacity, and comparable transactions.
• Strategic-fit scoring across market position, synergy potential, culture, and regulatory risk.
• Reconstructed valuation models — trading comps, DCF, component-parts, and hard-asset floor — to pressure-test the acquirer's price.
• Client portal delivery with the full written assessment, sensitivity matrices, and a working model.

• Clear verdict with evidence: Engage, Conditional Engage, or Decline.
• Negotiation anchor ranges tied to disciplined valuation methodology.
• Seller posture informed by a 360° view of the acquirer — not only the investment banker's deck.

Boards, shareholders, and ESOP fiduciaries need independent valuation work that holds up to scrutiny — not a one-page tear-sheet, and not an accounting-firm template.

• Segment-by-segment valuation with explicit methodology weights.
• Supporting DCF models with documented WACC, terminal growth, and exit-multiple sensitivities.
• Comparable transactions drawn from a verified deal set, not published ranges.
• Written opinion with an audit trail clean enough for fiduciary review.

• Defensible valuation ranges supporting board votes, ESOP transactions, or estate planning.
• Transaction-readiness snapshots identifying the next 18 months of value-creation levers.
• Independent second opinions on existing deal terms or competing offers.

Most middle-market owners sell once. Getting it right requires a curated process, a defensible story, and a banker who can hold the line when negotiations turn.

• Diligence-ready financial model built to sponsor and strategic standards.
• Targeted buyer list with live relationship coverage across strategic, sponsor, and ESOP acquirers.
• Written confidential information memorandum that frames the investment thesis for the buyer's investment committee.
• Full process management from NDA through signing, staffed by principals.

• Competitive-tension processes yielding 2–4 written indications.
• Negotiated premiums above the opening bid via structured concession sequencing.
• Clean, funded closings that preserve founder optionality post-transaction.

Sourcing is the hardest part of buy-side. Auctioned deals clear at peak prices; the real value lives in proprietary conversations with owners who aren't formally for sale.

• Sector-defined search with weekly outreach cadence and senior-banker coverage.
• Target screening against a client-specific fit matrix — financial, cultural, operational.
• Relationship-led introductions over transactional outreach; first meetings calibrated to the owner's timeline.
• End-to-end execution support on letters of intent, diligence, and closing.

• Proprietary access to mandates that would not have surfaced through an auction.
• Off-market transactions closed at disciplined entry multiples.
• Pipelines built over 18–36 months with multiple actionable mandates at any time.