06.4Financial & Wealth Advisory
Portfolio & capital strategy
Capital-allocation frameworks and portfolio-level strategy for founders, funds, and operating companies — analytical structure, not asset management.
The engagement
Capital allocation as a discipline, not a reflex.
Portfolio and capital strategy is the analytical work behind how an organization deploys its own capital: which businesses, initiatives, and bets deserve funding, how a portfolio of activities should be shaped, and what the balance sheet can actually support. It is the discipline of treating capital as the scarce strategic resource it is — decided on evidence rather than momentum.
We build the frameworks and analysis that leadership teams use to make those calls: portfolio reviews of business units and initiatives, capital-allocation criteria, and the modeling — three-statement, DCF, comparables — that shows what each path is really worth. The decisions and the capital remain yours; we make the analysis underneath them rigorous. This is corporate and fund-level strategy work, not the management of anyone's investment account.
- Practice
- Financial & Wealth Advisory
- Typical buyer
- Founders, boards & fund principals
- Reach
- Worldwide
What you get
The analysis a capital decision should stand on.
Built on the firm's transaction-analysis foundations — modeling, valuation, and diligence discipline — applied to your organization's own capital, never to client assets.
- 01
A portfolio review
Your businesses, products, or initiatives assessed as a portfolio — where capital is earning, where it's stranded, and where the mix should shift.
- 02
Capital-allocation criteria
The explicit rules and thresholds for what gets funded, so allocation decisions repeat well instead of being re-argued each cycle.
- 03
The valuation work
Three-statement models, DCF, and comparable analysis that show what each option is worth under assumptions you can defend.
- 04
A capital-structure read
What the balance sheet can support and what each funding path costs strategically — analysis to bring to your board, bankers, and counsel.
- 05
A decision memo
The options, the evidence, and the recommendation in a form a board can interrogate — built to be argued with, not admired.
How we work
Frame, model, decide.
- 01
Frame
We pin down the actual capital question — the options on the table and what would make each one right.
- 02
Model
We build the analysis with transaction-grade discipline, stress-tested against the assumptions that matter most.
- 03
Decide
We put a clear recommendation in front of the decision-makers and stay through the first allocation moves.
Questions
Before you reach out.
- Is this investment advice?
- No. We advise organizations on their own capital — business units, initiatives, corporate development — not on securities or anyone's investment account. We do not manage assets and are not a registered investment adviser; regulated execution belongs with your bankers and counsel.
- Whose capital does this work address?
- The organization's own: a company allocating across businesses and initiatives, a fund shaping its portfolio strategy at the entity level, a founder weighing funding paths. Client or third-party money is never within scope.
- How is a portfolio and capital strategy engagement scoped?
- Around the decision, not a package. We agree what has to be answered, what evidence that takes, and how long it should run — then quote that. A first call is a scoping call, with no obligation and no packaged pitch, and the quote is free.
Bring us the allocation question the board keeps circling.
Tell us the capital decision in front of you — which bets, what mix, what the balance sheet supports. A first conversation is a scoping conversation, no obligation.
No obligation · a scoping conversation first