Insights
Insights
Frameworks, market reads and field notes from our advisors — written for leadership teams, not search engines.
- № 001operating model · transformation · strategy
What "operating model transformation" actually means
A note on how to distinguish a real operating model transformation from a rebranded reorg or an ERP rollout dressed up as strategy. Most of what is sold as transformation is one of the latter two.
- № 002operating model · cross-border
The cross-border operating model that actually survives audit
A short field note on how mid-market groups operating across the EE / UK corridor structure their entities, intra-group services, and reporting cadence — and where most of them break.
- № 003capital structure · family business · corporate finance
Capital structure for family-owned groups — the conversation most founders avoid
Family-owned groups tend to defer the capital structure conversation for ten years and then have it under deal pressure. A note on why that is the worst possible sequence, and what an early version of the conversation looks like.
- № 004financial modelling · diligence · corporate finance
The financial model that survives diligence
A short field note on the three things a Series-A-or-later financial model has to do to survive serious diligence, and the three habits that get a model thrown out in the first hour.
- № 005governance · audit committee · mid-market
Mid-market governance — what the audit committee actually needs
A short list of the things a mid-market audit committee should be looking at every month, in place of the 200-slide governance framework that gets adopted, filed, and ignored.
- № 006M&A · diligence · sell-side
Pre-deal diagnostics — why we ask sellers to commission their own
Sellers who run their own diagnostic before bankers are appointed enter the process with answers, not surprises. The cost of doing it is small. The cost of skipping it tends to land in the price.
- № 007operating model · cross-border · holding structure
The Estonian OÜ as a cross-border hub — and the three things groups get wrong
Why mid-market groups keep choosing the Estonian OÜ as the holding entity for EE/UK operations, and the structural mistakes that show up two years later when the group tries to use it for something serious.
