When the next decision is too important to rehearse alone.
The engagements that fit best are serious business problems, not lightweight coaching questions.
The lender meeting is booked, but the numbers still rely on explanation.
The board needs a voice that is independent, commercial, and hard to impress.
The business is growing, but the balance sheet is carrying more risk than the story admits.
An exit is possible, provided weak assumptions are dealt with before diligence begins.
The right counsel is not about having all the answers. It is about knowing which questions a lender, an investor, or an acquirer will ask before you are in the room.
The work suits founders and owners approaching a decision with real consequences: a lender conversation, an investment round, a restructuring, a board appointment, or an exit process, and who need their story, numbers, and structure to withstand scrutinyfrom someone who has sat in those rooms and knows what breaks under pressure.
It is not a coaching programme or a retainer for general advice. Each engagement is shaped around a specific situation: capital discipline, board-level clarity, or a distressed decision that cannot wait, and the counsel is practical and direct before the pressure becomes public and the options narrow.
If the decision in front of you is serious, the conversation is worth having.
Recognise the situation?
Bring the real question and the decision you are weighing.