They trusted us.
Concrete missions, demanding leaders, and complex cases resolved through our hands-on experience.
Seichō Partners supports us regularly on strategic and operational matters […] with a genuine ability to combine vision, rigor, and execution, and a very strong commitment to its projects.
Études de cas
Preparing the exit strategy for an industrial food & beverage SME
Minority shareholders wanted to sell their stake in an industrial SME that had successfully emerged from reorganization. Facing a tight window, highly fragmented ownership, and specific market momentum, we defined the valuation, identified the ideal buyers, and structured the sale plan.
Safeguarding the technological value of a deep tech company in crisis
A European tech company in financial distress with a strategic patent to protect. Shareholders in disagreement and critical cash flow. We analyzed options, built the appropriate legal structure, and sequenced the turnaround plan over 16 weeks.
Structuring the phased exit of a founding CEO
A CEO wanted to step back gradually while ultimately selling to an industrial player. Two objectives: extract liquidity now and maximize the price in 3 to 5 years. We structured the transaction in two phases, secured the tax strategy, and initiated talks with the industrial buyer.
Closing a series A for a SaaS startup
A CEO consumed by his clients, with no time to prepare for a fundraise. Vague investor narrative, reactive timeline. We took over the deal structuring, choice of instrument, target selection, and roadshow management in collaboration with the specialized investment bank. Result: no loss in sales momentum and a successful raise.
Organize a minority shareholder exit for an aerospace deeptech firm
Trust breakdown between founders and legacy investors while protecting an ongoing funding round. Intervened as a trusted third party for minority shareholders, the incoming lead investor, and the executive team to structure and negotiate an unplanned secondary sale. Result: exit at ~1.3x in 5 weeks and restored transparency in governance.
Preparing the sale of a family-owned import-export SME
Owner-CEO of a family-owned SME ($20M revenue) in international timber trading. Mission focused on the early strategic phase: clarifying personal wealth objectives, building growth and succession options, identifying value levers, and monitoring critical KPIs prior to any capital transaction.