Corporate
finance.

Selling the company, acquiring another, bringing in a shareholder: transactions an entrepreneur faces once or twice in a lifetime. The people on the other side of the table do this for a living: funds, buyers and investment banks negotiate every week, and almost all of them are paid only if the deal closes. My role exists because of that imbalance: to be, at that table, the person who knows the rules of the game and answers to you alone.

The work begins long before the negotiation. I analyse the company's numbers as the counterparty will read them, clarify what you actually want from the transaction — sell outright, keep a stake, bring in capital without giving up the helm — and build an independent valuation that becomes the yardstick for judging every offer. Then I stand beside you at each step: I translate term sheets and clauses into intelligible choices, and weigh earn-outs, warranties and price adjustments against the family's wealth as a whole. And since I collect nothing at closing, I can also say the one sentence nobody else at that table will: this deal is not right for you.

An extraordinary transaction never concerns the company alone: it changes the wealth of the person leading it. I answer for the overall reading and the coherence of the choices; deeds, contracts and tax structuring remain with the licensed professionals — lawyers, notaries, tax advisers — whom I coordinate so that they work to a single design. And when the transaction touches the other dimensions of your wealth — the liquidity from a sale, the family's protection, the generational transfer — I involve the professionals of the network and the reading widens to the direction of the Family Office. In the end, one person at that table has nothing to sell and nothing to collect at signing: the one sitting next to you.