THINK OF YOUR LAST TEN TRANSACTIONS.
What happened after the deal closed?
A shareholder sold. An entrepreneur became liquid. Capital moved. Ownership changed. A management team acquired the business. A family began thinking about succession. A company started looking beyond the UK.
The deal was complete. The client's structural questions may only have been beginning.
Was the post-transaction position considered before completion—or only once the proceeds arrived?
A transaction can change the commercial reality while leaving yesterday's ownership architecture behind.
Investment, succession, expansion and retained capital can each raise questions beyond the transaction itself.
YOU CONCENTRATE ON THE TRANSACTION.
WE CONSIDER THE STRUCTURE AROUND IT.
Dragoni Partners is not another corporate finance house. We act as a specialist strategic resource where a transaction creates wider questions about the business, its ownership, its capital or its future architecture.
THE DEAL MAY BE THE DESTINATION FOR THE TRANSACTION.
For your client, it may only be the beginning.
Our involvement can begin before completion, when there is still time to consider the wider commercial position, or afterwards when a client needs to decide what the new reality should look like.
We start with the client and the commercial objective—not with a predetermined structure.
YOUR CLIENT REMAINS YOUR CLIENT.
We are there to complement the corporate finance relationship, not replace it. Where appropriate, we work alongside the client's existing corporate finance advisers, accountants, lawyers and other professionals.
Our role is deliberately focused: to consider structural and strategic questions that may sit outside the transaction mandate, while respecting the relationships already around the client.
NOT EVERY TRANSACTION NEEDS MORE STRUCTURE.
Sometimes the right answer is to leave well alone.
Complexity has to earn its place. Where a wider structure is worth considering, it should be driven by the commercial facts, capable of professional implementation and understood in the round—including its costs, responsibilities, risks and tax consequences.
That is why the useful conversation is often the one that happens before the transaction is complete.
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