Where value is decided.
Advisory at the moments that determine value: a deal on the table, ownership just changed, margin under pressure, growth stalled, an exit two years out.
The moments we are brought in.
Most engagements start in one of five situations, and each of them turns on a decision that is expensive to get wrong. If yours is on this list, the conversation will be short and concrete.
There is a deal on the table
Before the price is agreed, not after.
What the business is actually worth, what has to be true for the case to hold, and the value plan the price should be built on.
Ownership has changed
The deal closed. Now the plan has to happen.
The investment case becomes an operating plan: first hundred days, value levers, owners, and integration that shows up in the P&L.
Margin is leaking
Profit erodes and the reporting does not say where.
We build the fact base by area, across cost, price, and working capital, then lead the work that closes the gap.
Growth has stalled
The market kept moving. The company did not.
We name the culprits, stale pricing, churn, mix, sales productivity, and sequence the few moves that compound.
The exit is two years out
Worth more by the time buyers look, and able to show it.
Improvements a diligence team can verify, made early enough to be in the numbers, and the change management to make them stick.
What would it be worth?
Move the sliders. Every assumption is visible, and the diagnostic replaces them with your numbers.
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Arithmetic, not a promise: revenue × margin × multiple, plus working capital days converted to cash. The multiple is held constant. Whether the uplift exists in your business is exactly what the diagnostic establishes.
Replace the assumptions with your numbersDiagnose. Design. Deliver.
Every engagement runs through the same three stages, scaled to the situation: from a four-week diagnostic to multi-quarter delivery.
The diagnostic itself is built on published research into how quality is judged under uncertainty, and how the order in which information arrives distorts what a business appears to be worth.
Diagnose
The business is read with the leadership team across numbers, customers, operations, and organization. The output is a short, opinionated diagnostic: what works, what does not, and where the leverage sits.
Design
The plan is co-authored with the team that will run it. Specific, sequenced, measurable. A handful of decisions, owners, milestones, and the leading indicators that show drift early.
Deliver
We stay in the room until the change is real. Embedded, part-time, alongside the team. Engagements end when the business runs the plan without us, not at the end of a slide deck.
The Value Diagnostic.
Three weeks, fixed scope, fixed fee. The diagnostic reads the whole business, across numbers, customers, operations, and organization, and returns where the value sits, what blocks it, and what to do in which order.
It stands on its own. Most delivery engagements start here, but the plan is yours either way.
Where value sits and where it leaks, by area, with every assumption shown.
The upside quantified and stress-tested. In euros, not adjectives.
Moves, owners, milestones, and the leading indicators that show drift early.
A short, board-ready recommendation: what to do, what not to do, and why.
A different shape of firm.
Few engagements at a time
Whoever scopes your engagement runs it. There is no team behind the team.
Evidence over opinion
Doctoral research on how investors judge quality, and twenty-five years of running companies.
We stay until it lands
Engagements end when the business runs the plan without us, not when the report is delivered.
We also buy and build companies of our own, in the part of the market private equity does not reach, and we publish the research the method is built on. That is where it gets tested. How we keep the two apart.
Qapital Advisory & Acquisitions B.V.Discuss an engagement.
Outline the situation and the timeline. We reply the same business day. If we are not the right firm for it, we will say so and point you to who is.