Tailored strategic advisory and investment consulting across the full investment lifecycle, for the sponsors and business owners who back capital-intensive maritime and transport businesses. We focus on sub-$200M deals in the US, Canada, and Europe.
These five mandates span the full lifecycle. We lead with the operational and leadership work, the part most advisors hand to someone else.
In-depth analysis of growth and cost drivers, risks, and the real sources of competitive advantage. We run margin and pricing audits, benchmark KPIs, and evaluate the management team on leadership strength, execution capacity, and succession.
See how this works in practiceOrganic and inorganic growth roadmaps built on operating-model design and tactical margin improvement. We drive cost optimization and productivity, and support M&A for the bolt-ons and integrations that compound value.
See how this works in practiceIndependent board and advisory roles, plus interim CXO support during transitions. We bridge founders, management, and sponsors, and keep post-deal milestones on track when execution matters most.
See how this works in practiceEnd-to-end transaction support, from proprietary deal sourcing and target screening to market and competitive positioning. We run rigorous operational and commercial due diligence, advise pre-LOI and post-LOI, and refine post-deal strategy so the thesis still holds after close.
See how this works in practiceCommercial, operational, and financial readiness diagnostics that prepare a company for a capital event. We position the business to attract institutional capital, align management with investor expectations, and surface value-creation opportunities before a sale or recapitalization.
See how this works in practiceOur delivery approach, the method that carries a business from diligence to a stronger exit. A defined sequence, run by operators from inside the business, not from the outside.
Operational audits that pressure-test the assumptions behind the model before capital is committed.
We step into interim CXO roles and lead from inside the business, not from a deck.
In a prior operator role, roughly 10% EBITDA uplift in about six months. (Team experience, prior to Navex.)Independent director and advisory seats that keep investors and operators aligned on one plan.
KPI dashboards and cadence so value-creation targets are hit, typically within the first 90 to 120 days.