With an investment, we take an active supporting role: developing the business, widening the opportunity, and working with management on the decisions that determine whether the company gets through the next stage.
The same posture applies when the assignment is a sale, an acquisition, or a restructuring of the capital structure. Advice is useful only if someone is willing to stay in the work.
We use investor and lending relationships to raise equity and debt. The emphasis is seed money through the first institutional rounds, and then a capital structure that can support the company as it grows. Where a larger private equity fund is the right next investor, we work toward that introduction rather than pretending every company should stay inside one fund.
For private companies, we advise on acquisitions, divestitures, mergers, business separations, and shareholder matters. The work includes preparing the company to be understood by a buyer, not only circulating a book.
Thoughtful advice on how a company is financed: what should be equity, what can be debt, and what a later investor or buyer will inherit. The current site has long described this as part of the practice, alongside restructuring support in turnaround and distressed situations when that is the honest path for stakeholders.
Family offices and other institutional investors come to Canterbury for businesses that require capital from start-up to exit. We would rather introduce a company that will need more than one chapter of support than a company looking for a single check and a quiet cap table.