Corporate finance and value creation for the Dutch market

Both. We help grow the value of the business and run the finance function day to day (reporting, forecasting, KPIs, investor relations), and we lead the financing, sale or acquisition when the moment comes.

It usually helps, and it always matters. The holding structure shapes what is actually sold, how the proceeds land, and what your tax advisor can do with them, so buyers and investors will want the structure chart early. Where the structure has grown untidy over the years, with side entities, intercompany loans or mixed private and business assets, we help clean it up before the process starts. Your Dutch tax and legal advisors own the structuring advice; we run the transaction around it.

If your company has a works council, it generally has the right to be asked for advice before a change of control is agreed, and buyers will expect that step to be handled properly. It is a sequencing question more than an obstacle: the request for advice has to land at the right moment, with the right information, without breaking confidentiality earlier in the process. We plan the process around it together with your legal advisors so the timeline holds.

It widens the pool. Dutch companies that internationalise early are attractive to foreign strategics and funds precisely because the expansion work is proven, and processes here run comfortably in English, which keeps international buyers fully in play. The practical consequence is that your buyer list should be built internationally from the start, not added as an afterthought. We map domestic and cross-border buyers together and run a single process that treats both seriously.

Yes. Much of our work has a cross-border leg: Dutch companies expanding or acquiring abroad, international buyers and investors looking at Dutch companies, and processes that run across several jurisdictions at once. We build that into the plan from the first conversation, from valuation and diligence to managing parties in different countries, time zones, and languages.

Just a sense of what you're trying to achieve. Everything else, from accounts to forecasts to investor materials, can follow once we know where you're headed. Don't wait until things feel ready; early conversations are usually the most valuable ones.