Four phases.
A single logic.

Diagnosis

Before discussing any transaction, we seek to understand the business and assess its trajectory.

We analyse financial performance, the business model, assets, organisation, governance and capital structure. We then test this reading against the owner-CEO's objectives: accelerating growth, making an acquisition, handing over the business, opening up the capital, reorganising the shareholder base or preparing a new chapter.

The goal is not to force a transaction, but to identify the relevant options, their implications and the conditions required for them to succeed.

Valuation & structuring

Once the objective is set, we build and stress-test the different scenarios available to reach it.

Depending on the situation: external growth strategy, target sourcing and analysis, succession preparation, pre-transaction financial review, Vendor Due Diligence or Vendor Assistance depending on the context, business or asset valuation, structuring a capital raise or a change in ownership.

We model each scenario, its funding needs, its impact on ownership and its value-creation potential, so the owner-CEO can make trade-offs before committing.

Transaction

Once the decision is made, we support its execution directly.

On the buy-side, we identify and qualify targets, assess their strategic and financial rationale, support valuation work, structure the offer and take part in negotiations and due diligence.

On the sell-side, or in a change of ownership, we prepare and run the process, identify the relevant counterparties, analyse offers and support the negotiation of economic and ownership terms.

Seichō Partners acts as the owner-CEO's counterpart and, where needed, coordinates legal and financial advisors and other stakeholders through to closing.

Post-transaction

Closing is not always the end of a deal. For an acquisition or a significant change in ownership, it is often where the strategic work really begins.

Where the engagement calls for it, we support the owner-CEO through the first post-deal steps: integrating the acquisition, delivering synergies, governance, organisation, tracking objectives and the trade-offs arising from the transaction.

The aim is to bridge the financial rationale behind the deal and its operational translation inside the business.

Our involvement adapts to the deal: some engagements stop at diagnosis, valuation or closing; others continue through integration and the delivery of strategic objectives.