Who you'd be dealing with.

A deal usually means meeting a firm for the first time at the worst possible moment, and explaining fifteen years of decisions to people who'll be gone once it closes. This is set up the other way round. A small team, you'll know all of them, and they're the same people before, during and after.

Kat

Global CEO. Strategy and M&A.

Kat rebuilt Halkin Ventures into what it is now. She came up through operations rather than finance: a process engineer first, then supply chain, then advising on M&A deals, then running businesses. She has spent more time in warehouses and on factory floors than in boardrooms, and it shows in where she starts.

She goes looking for how the thing works before she goes anywhere near the numbers. What an investor or an acquirer need is in how an owner talks about the business, and it never comes out in the pitch, so she listens for a lot longer than you expect. Then she puts it in words they can price.

Jarrod

Financial analyst

The model underneath every recommendation. Numbers built from your accounts rather than borrowed from a business that looks a bit like yours.

When someone on the other side tests your number, the work has already been done from their side of the table.

Sarah

Growth and go-to-market strategist

How the business gets in front of the right buyers, in the right markets, in the right order.

Growth an investor or an acquirer can see the logic of, rather than growth that has to be explained.

Anoushka

Due-diligence analyst

Anoushka knows what a buyer's team will ask for, in what order, and what they do with the answer. She goes through it first.

The unsigned contract, the handshake arrangement, the lease running out, the person holding it all together with nothing in writing. Found early they're jobs to do and found mid-deal they're leverage.

Adiel

Structuring and deal specialist

How the business and the group are put together, and what that costs you years later when someone comes to buy.

Structure decided deliberately, rather than inherited from decisions made for good reasons a decade ago.

Ali

AI and automation specialist

The work that should be happening and isn't, because there has never been anyone spare to do it. Reporting nobody has time to build. Processes that live in one person's head. Follow-up that quietly doesn't happen.

Getting that running does two things at once. The business gets better at what it does, and it stops depending on any one person to do it. A buyer pays for the second one.

Low sun across a wide bay, gold light held on still water.

Where we are

Sydney, Los Angeles and London

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