Corporate finance and value creation for the Singapore 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 fundraise, sale or acquisition when the moment comes.

It defines the work. Investors and buyers price the group, not the holding company, so diligence runs across every operating country: local accounts, tax positions, licences and employment structures all need to consolidate into a clean picture. That is where regional deals slow down, and where preparation pays. We work across the region, so we can get the operating-country numbers and documents to standard rather than just requesting them from a distance.

Because most bank lending here is still built around security, and an asset-light services or software business does not fit that template however good its cash flow. That does not mean no debt; it means different lenders. Venture debt providers and private credit funds price cash flow and growth rather than collateral, on different terms and with different expectations. We help you work out what your business can realistically borrow, and from whom, and prepare the materials those lenders actually underwrite against.

Yes, on both sides. We prepare companies for family-office conversations, which tend to run faster and more directly than institutional processes but test the numbers just as hard. And we support family offices themselves on direct investments: valuation, diligence, transaction execution and ongoing portfolio support, particularly where the target needs more than a desk review.

Usually both, sequenced deliberately. Regional investors bring proximity and market understanding; global funds bring depth and follow-on capacity, and many of them look at Southeast Asia through Singapore anyway. The real question is which investors fit your stage, sector and story, and that list is specific, not geographic. We build the realistic investor map before any outreach, prepare the materials to institutional standard, and run a single coherent process rather than parallel improvisations.

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.