The flagship
Pushing the valuation to the highest number the evidence will carry, by surfacing what the business is worth beyond the revenue it books.
Raising within the year
An exit or investor on the horizon
Not raising yet
Revenue, margin, financial health. That work has a ceiling, because it stops at the accounts. Brand equity is a different asset, and it is valued separately.
Our work runs on two tracks at once.
Track one · Surface
The assets you own and have been underusing or underrepresenting: the quality of what arrives at your door, the reputation the market holds, the goodwill, the calibre of the roster. We find them, put evidence behind them, and put them where a stranger can see them.
Track two · Strengthen
The brand equity under those assets, built up until the whole of it is solid enough to be valued on its own terms rather than folded into the operating number. This is the half that moves the number, and the half that keeps it there.
Others make you profitable. Brand equity makes you valuable, and in an investor conversation those are two different numbers.
Underused, underrepresented, and never in the P&L
Not the volume. Whether the work arriving at your door arrives without a relationship carrying it in, and what kind of buyer it is.
What a stranger can establish about you unprompted, before anyone introduces you. This is the asset a term sheet quietly prices first.
And what it is actually attached to. Goodwill that lives in one person walks out with them. Goodwill attached to the name transfers.
The calibre of the names, whether they can be cited, and whether a case study stands behind any of them. A logo row is a claim. A named case is evidence.
Surfacing these is the first half. Strengthening them until a stranger can confirm every one without your help is the half that moves the number.
What we usually find
The site says one founding year, the registry another, LinkedIn a third. On live work we have counted six public surfaces carrying four different founding years for one group. Every one is a question in diligence.
Real achievements with no third party anywhere behind them. True and unusable. A claim only you have made is worth less than a smaller claim someone else made about you.
No structured data, no consistent entity, nothing a model can resolve into one company with one history. You exist to people who already know you and to nobody else.
Pick the pair of hands
Advisory · 30 days
We do the read, sequence the fixes and hand you the order to do them in. Your own people execute, and you keep the method, which matters if you plan to raise more than once.
Delivery · 90 days or more
A smaller fee upfront, the rest conditional on what the work does. Ninety days is the floor, not the plan. Exit preparation is worth starting long before anyone is looking.
Delivery, flat
The same work settled upfront with nothing conditional attached. Nothing owed afterwards, whatever the number ends up doing. For founders and management who would rather not have a variable in the middle of a raise.
Questions we get asked
No. This is brand equity architecture, where PR and finance meet. PR is one of the tools, and not the first one. We design the framing and curate the narrative on purpose, so the company is worth more than the revenue it books. Interestingly, the first place it shows is the P&L: better inbound, and less spent re-introducing yourself to a market that should already know you. The valuation follows.
It depends on why you are asking, so here is the honest answer. If a raise is already on the table and this is the last push, we surface every underused and underrepresented asset at once, and the work is measured in weeks. If an exit or an investor is on the horizon, a few months, which is enough for the evidence to read as if it was always there. There is no exact number because every company starts from a different place. And it does not end at the term sheet. Staying at your best value takes upkeep, the same way a balance sheet does.
That is the best time. Evidence built under deadline looks like evidence built under deadline. A record that has been accumulating quietly for two years reads as a company that was always this way, which is the point.
Then we say so and we do not take the engagement. We do not manufacture credibility, we surface it, and a raise is the worst possible place to discover that distinction late.
Where to begin
The free snapshot shows you the shape of the problem in five minutes. The full read is the one that goes to a board.
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