An equity raise
Seed through growth: data room, model, financial narrative and diligence response.
INVESTOR & BOARD READINESS
Survive diligence without losing the valuation.
Data room preparation, board reporting and investor communication for UAE businesses raising capital, taking on debt or reporting to shareholders — before diligence finds what you have not looked at.
Fixed-fee project, typically AED 25,000–80,000 · Fixed fee agreed in writing before work starts
AT A GLANCE
Indicative scope. Final deliverables confirmed after the diagnostic.
Data roomStructured, indexed
Board packConsistent monthly
DiligenceRehearsed
SurprisesFound by us first
THE PROBLEM
Diligence does not usually kill a deal. It repricest one. An investor who finds unreconciled balances, undocumented related party transactions, revenue recognised inconsistently or a customer concentration nobody disclosed does not necessarily walk away — they adjust the valuation, widen the warranties and increase the escrow. The cost of poor preparation is paid in percentage points of ownership rather than in a failed transaction.
The same principle governs ongoing board reporting. Shareholders lose confidence through inconsistency more than through bad results. A pack that changes format every quarter, presents metrics selectively, or surfaces problems late trains the board to distrust management even when the business is performing.
We prepare the file, run the diligence rehearsal, and build the reporting rhythm — including finding your problems before someone else does.
IS THIS YOU?
What we prepare for.
If two or more of these are true, the diagnostic is the cheapest place to start. It is a fixed fee and it ends in a written findings note you own.
Bank or institutional debt
Lender pack, covenant modelling, DSCR headroom analysis and ongoing compliance reporting.
A partial or full exit
Vendor due diligence, normalised EBITDA analysis, and removing the owner-dependency that discounts valuation.
A new institutional shareholder
Board reporting standards, governance calendar and information rights compliance.
A franchise or JV partner
Financial disclosure, unit economics substantiation and partner reporting.
A board that has lost confidence
Rebuilding reporting credibility through consistency, completeness and early disclosure of problems.
DATA ROOM AND DILIGENCE
Find your own problems first.
Structured data room
Financial statements, management accounts, tax filings, banking, contracts, leases, licences, cap table, employment and IP — indexed to the structure investors expect. A disorganised data room signals disorganised management before anyone reads a number.
Quality of earnings preparation
Normalising EBITDA for one-off items, owner remuneration above or below market, related party transactions on non-commercial terms and accounting policy inconsistencies. Doing this yourself, with reasoning documented, is materially better than having a diligence provider do it to you and present the result as a finding.
Red flag review
We look for what diligence will find: revenue recognition inconsistency, customer concentration, undisclosed related party arrangements, contingent liabilities, unprovided end-of-service obligations, licence or lease conditions and tax exposures. Then we address or disclose each one deliberately.
Diligence rehearsal
We ask the hard questions before the investor does, in a session, in the room. Management teams that have already answered a question once answer it far better the second time, and confidence in the room affects terms.
BOARD REPORTING
Consistency is the credibility.
The standing pack
Same structure every month: performance against plan, KPI trend, cash and covenant position, forward risks, and clear asks. Consistency lets the board track trend rather than re-learn the format each time.
Governance calendar
What gets reported when, what requires board approval, and how information rights in the shareholders' agreement are satisfied — so compliance is scheduled rather than remembered.
Bad news, early
The single most valuable reporting discipline. Boards forgive problems disclosed early with a plan attached. They do not forgive problems disclosed late, and they draw conclusions about management that outlast the specific issue.
WHAT YOU RECEIVE
Deliverables, listed — so scope is never a debate.
Everything below is included as standard at the scope agreed in your engagement letter. If something falls outside it, we tell you before we do it, not after.
Included as standard
- Structured, indexed data room
- Normalised EBITDA and quality of earnings analysis
- Red flag review with remediation plan
- Three-statement model and financial narrative
- Diligence question bank and rehearsal session
- Standing monthly or quarterly board pack
- KPI framework and trend reporting
- Covenant compliance tracking
- Governance and reporting calendar
- Investor update template and cadence
HOW WE START
Four stages. The first one is small on purpose.
Assess
Review current reporting, records and likely diligence exposure.
Remediate
Fix, document or prepare to disclose each finding.
Prepare
Build the data room, model, narrative and pack.
Support
Rehearse, then support through diligence and ongoing reporting.
QUESTIONS
Before you engage.
Clear scope is a feature. Where work requires a separately licensed professional — a registered tax agent, a licensed auditor, a lawyer — the engagement says so in writing.
When should we start preparing for a raise?
Three to six months before you begin conversations. Remediation takes time — restating a revenue recognition policy or documenting historical related party transactions cannot be done in the two weeks after a term sheet arrives.
Do you introduce us to investors?
No. We are not a licensed placement agent, corporate finance adviser or investment adviser and we do not introduce, solicit or advise on investment. We prepare the financial file and support you through the process. Where regulated corporate finance advice is required, an appropriately licensed party must be engaged; our role remains the financial preparation, reporting and diligence support.
What is quality of earnings?
An analysis of how much of reported EBITDA is genuinely recurring and sustainable, adjusting for one-off items, non-commercial related party transactions, owner remuneration set above or below market, and accounting policy effects. It is the number a buyer actually values, and it is usually lower than reported EBITDA.
How much does board reporting cost?
Data room and diligence preparation is a fixed-fee project, typically AED 25,000 to AED 80,000. Ongoing board reporting is usually delivered within a Virtual CFO retainer rather than priced separately.
Can you attend board meetings?
Yes. The financial section can be presented by the finance lead responsible for preparing the pack, allowing technical questions to be answered directly while keeping the meeting focused on decisions.
We have already had a diligence process go badly. Can you help?
Yes. We can run a post-mortem on the diligence process — separating legitimate findings from misunderstandings and rebuilding the financial file before the next process.
NEXT STEP
Start with the actual problem, not a proposal.
Tell us the current setup — entities, systems, transaction volume, what is going wrong. We aim to reply within one business day with a scoped next step and an indicative fee range.