Selected Engagements

A promoter-led manufacturing group needed capital to support capacity expansion. The situation was not straightforward: existing lender relationships were stretched, and the capital stack as it stood could not absorb the scale of investment required.

The constraint sat in sequencing. Capital was available, but not in the form the business needed, and not aligned to how the expansion would actually be executed.

What changed was the architecture of the capital raise — layered across debt and private sources in a way that reflected the actual cash flow cycle of the business, not the preferences of any single lender.

A promoter-owned business operating across jurisdictions had a capital and ownership structure that had grown organically over time. It worked operationally, but it was not built to attract institutional capital or to present cleanly to external counterparties.

What was misaligned was the relationship between where value sat, where decisions were made, and where capital was ultimately expected to land.

The work involved mapping the operating structure, identifying where the misalignments were creating friction, and restructuring across the relevant entities before any capital process began.

A family-owned enterprise had reached a point where lender relationships were deteriorating and the balance sheet could no longer support business-as-usual. The pressures were real, but the underlying business was not impaired.

The complexity here was relational as much as structural. Multiple lenders, a family decision-making structure, and a timeline that did not permit extended deliberation.

The intervention was phased — beginning with lender alignment, then capital restructuring, then a repositioning of the balance sheet to create stability rather than just extend the runway.

A mid-market industrial business found itself with a repayment profile that had become unmanageable — not because of business failure, but because of how the original debt had been structured relative to the actual revenue cycle.

Lender fatigue was a factor. So was the promoter's reluctance to open up the business to any process that felt like distress, even where the fundamentals did not justify that characterisation.

The work focused on reworking the capital stack and the repayment profile in a way that restored operating stability without creating a new set of obligations the business could not carry.

An offshore investment vehicle with capital to deploy into India needed to understand not just the regulatory pathways, but the structural ones. The question was not whether India was the right destination — it was which entry route, what vehicle, and how to structure the deployment to avoid problems that typically surface later.

Much of the work here was diagnostic. The capital existed. The intent existed. What needed to be built was a structure that would hold — across regulatory, tax, and operational dimensions simultaneously.

A diversified business group with entities in both India and the UAE had reached a point where capital strategy needed to be considered across the group as a whole, not entity by entity. The domestic and offshore positions were not integrated, and decisions being made at the entity level were creating constraints at the group level.

The tension sat between operating logic and capital logic — they were pointing in different directions across jurisdictions.

The work spanned structure, timing, and the sequencing of capital activity, with the objective of creating coherence that could function across both jurisdictions without one side undermining the other.

A foreign-owned company entering India needed more than regulatory guidance. It needed an operating financial infrastructure — entity structure, banking relationships, compliance architecture, and day-to-day financial control from the point of inception.

The challenge is rarely the entry itself. It is the gap between incorporation and the moment a business can actually function: vendor relationships, GST registration, transfer pricing discipline, banking mandates that work for an international parent, and a finance function that can report in two directions simultaneously.

The engagement extended into the CFO layer from entry — covering entity setup, the full compliance stack, and ongoing financial management through the early operating years. The business, which entered India with no local presence, has since developed into a functioning operating presence in its own right.

A company preparing for a public listing required growth capital in the period preceding the IPO. The instrument was compulsory convertible preference shares — a structure that needed to be positioned carefully for investors, with conversion terms, valuation parameters, and investor protections that would survive due diligence at the listing stage.

Pre-IPO placements are structurally different from conventional fundraises. The capital is not permanent. The investors are not passive. And the documentation sets the tone for everything that follows in the public market process.

The mandate was executed through our Singapore entity, which handles equity and pre-IPO placement activity. The raise was completed with investor alignment on the structural terms that mattered.

A Dubai-based trading business operating across commodity flows needed financing that reflected the actual mechanics of its trade cycle, not the standard formats available from relationship banks.

The requirement was not conventional trade finance. The structure had to move with the trade itself — across purchase, shipment, and receivable — with each leg carrying a different risk profile that the financing had to account for.

The work involved understanding the commodity, the counterparty chain, and the jurisdiction mix, then constructing a facility the business could draw against as transactions were executed. The documentation gave the financing party adequate coverage without making the trading operation unworkable.