Services

Strategic Financial Advisory

An independent view of the whole financial picture — structure, capital position and options — so major decisions rest on evidence rather than instinct.

Overview

We build one consolidated view of how a business or institution is funded, where that funding sits, and what the structure will and will not support. The output is a written assessment of where things stand and a sequenced set of recommendations, so a decision has a clear basis behind it rather than a single opinion.

Clients come to us before committing capital, entering a new structure or taking on an institutional counterparty. Our advisors work from Nairobi, London, Abu Dhabi, Pretoria, Abuja, Singapore and Washington, D.C., so a group with operations in several markets gets one coherent view rather than a separate opinion in each.

Capabilities

Board and shareholder advisory
Financial strategy and long-range planning
Performance improvement
Restructuring and turnaround
Succession and ownership planning

Who this is for

Boards, owners and finance leaders who need a considered view of the whole financial position rather than advice scoped to a single transaction.

What you receive

Review of current financial structure and capital position
Written recommendations with priorities and sequencing
A working session with the board or leadership team

How the market is changing

Financial advisory is increasingly assisted by AI-driven modelling, research and risk tools, and we use them where they make the analysis faster. What they change is the speed of the analysis, not the judgment behind a recommendation: whether an outcome is the right one to act on remains a written, reasoned call made by an advisor.

How to start

A first conversation is confidential and free. If this is the right service for your situation we will scope it in writing before any work begins.

Start a conversation

Common challenges

Problems we're regularly asked to solve, and how

The problem
Financial information is scattered across entities, jurisdictions, spreadsheets and advisors, so no one holds a single, current view of the whole position.
How we address it
We build one consolidated view of structure and capital position first, so every decision that follows is made against the same set of facts.
The problem
Recommendations arrive as opinions with no written reasoning, which makes them hard to defend to a board, lender or co-investor.
How we address it
Every recommendation is delivered in writing with the reasoning shown, so it can be tested by the people who receive it rather than taken on faith.
The problem
A growth move — new capital, a new market, an institutional investor — arrives before the financial structure is ready to carry it.
How we address it
We review, and where needed restructure, the financial foundation for the specific move being planned, before it happens rather than after something breaks.

Process

How this engagement unfolds

01
Confidential discussion
We start by understanding the decision in front of you, the constraints around it and what has already been tried — confidential, free of charge, no obligation.
02
Scope in writing
You receive the proposed work, what it will produce, how long it will take and what it costs, before anything begins. The scope sets out which parts of the financial structure are covered and what the final recommendation will address.
03
The work
We review the financial structure and capital position in detail and set out recommendations in plain language, with the reasoning shown rather than asserted.
04
Decisions and follow-through
We work the recommendations through with you, sequence what to act on first, and stay available through execution — including with lenders, investors and other counterparties.

A recent engagement

What this looked like in practice

Anonymized at the client's request — no company or individual is named — but the engagement and the figures below are real and client-confirmed, not illustrative.

Client

A mid-sized Kenyan manufacturing group, roughly $85M in annual revenue and 180 employees.

Challenge

A liquidity crunch brought on by currency volatility and delayed supplier payments — profitable on paper, but increasingly unable to fund day-to-day operations from cash on hand.

Our approach

A six-month Strategic Financial Advisory engagement: a five-year cash-flow forecast, a restructuring of working capital, and a $14M growth-equity facility secured at a cost roughly 28% below what had initially been quoted elsewhere.

Result

Working capital improved by 41%. A planned production line was commissioned four months ahead of schedule. EBITDA margin moved from 12% to 19% within 12 months of the engagement's start.

Contacts