Business valuation
An independent valuation report, with multiple methods applied and triangulated rather than one number asserted.
Know what it is worth before you sign.
Business valuation, financial due diligence and deal support. An independent, numbers-first view so you negotiate from facts rather than from the seller's spreadsheet.
Whether you are buying, selling or raising, the work is the same discipline.
Financial due diligence
Buy-side and sell-side, built to answer one question: is the price justified by what the business actually earns?
Quality of earnings
Reported profit adjusted for one-off, non-recurring and owner-related items, to show what a normal year looks like.
Working capital and debt
The level the business needs to trade normally, and what actually counts as debt in the price adjustment.
Financial modelling
Models and forecasts for fundraising, deals and planning, tested against the historic numbers and the order book.
Deal support
Input to the sale and purchase agreement, the completion mechanism and the post-completion adjustment.
What diligence looks at, and why each one moves the price.
Quality of earnings
Normalised
One-off and owner-related items stripped out of reported profit
Working capital
The target
One of the most common sources of post-deal disputes
Debt-like items
Beyond borrowings
Things that count as debt in the adjustment without appearing as debt
Customer concentration
Durability
How exposed the revenue is to losing a small number of customers
Four steps, in this order, every time.
- 01
Scope
We agree the purpose, the basis and the standard of value, because a number is meaningless without them.
- 02
Analyse
We go into the financials, the market and the comparables, and stress-test what management says about the forecast.
- 03
Value
We apply multiple methods and triangulate, and we show you where the methods disagree and why.
- 04
Advise
You get a report you can put in front of a counterparty, and support through the negotiation that follows.
If yours is not here, it is one email away.
No. An audit gives an opinion on whether historic statements are fairly stated. Due diligence is a commercial exercise built to answer whether the price is justified by what the business actually earns, and it looks hardest at the things an audit is not designed to question, like normalised earnings and the working capital target.
When someone else has to accept the number. Fundraising and lending, a sale or acquisition, a shareholder exit, a buy-out or a dispute, and financial reporting such as purchase price allocation and impairment. For internal planning an indicative range is often enough.
Yes. We prepare the numbers, build a defensible valuation and set up the data room so the process runs without surprises. Most price erosion in a sale comes from findings the seller could have identified first.
Yes. The entity is often Cypriot while the operations, the buyer or the target sit elsewhere. The diligence discipline does not change; the tax and structuring input does, and that is handled by the same firm.
Negotiate from facts, not from hope.
Findings feed straight into the price, the warranties and the completion mechanism. That is where a buyer either protects the investment or does not.
No slide deck. No obligation.