A decision framed sharply, grounded in evidence and carried through to results.
01
RIGOUR
Every recommendation rests on evidence we can show and assumptions we have tested.
02
PACE
Senior teams, short cycles and early wins that build momentum for the larger change.
A private investor evaluating a majority stake in a consumer business needed an independent assessment of the market, the company's position and the realism of the management plan.
ENGAGEMENT OVERVIEW
The situation
The management case projected strong growth from new channels and products. The investor's internal team had limited time, limited sector depth and a seller's data room that answered some questions and raised others.
What we did
Within a compressed timetable we assessed market size and growth, tested the company's competitive position with customers and channel partners, rebuilt the revenue and margin bridge from the bottom up, and identified the operational capabilities the plan assumed but the company did not yet have.
The outcome
The investor proceeded on revised terms, with a value-creation plan that addressed the capability gaps we identified and a set of operating milestones for the first hundred days after closing.
The most important finding was not in the numbers but in the assumptions behind them: the channel strategy depended on capabilities that would take longer to build than the plan allowed.
Our work was structured to be usable after the deal — the fact base became the baseline for the post-close value-creation plan.
Identifying details have been removed at the client's request.
WHAT IT TOOK
Diligence is most valuable when it changes the terms of a deal and the plan that follows it, not just the comfort of the buyer.
Commercial Due Diligence for a Private Investor
The investor committed capital with a clear-eyed view of the upside, the risks and the work required to realise the plan.
