Single-Family Office, Abu Dhabi
A single-family office evaluating a buy-and-build platform in the regional facilities-management sector.
The decision the client could not afford to get wrong.
Three potential anchor acquisitions, no consolidated view on synergy, and an internal team without M&A bandwidth. Decision window of 60 days before exclusivity expired.
The structural problems this engagement resolved.
Demand validation
Investment theses lean on top-down market sizing without bottom-up demand evidence.
Entity and structure choice
Free-zone, mainland, ADGM, and DIFC trade-offs are decided on cost rather than fit.
Operating launchpad
New ventures over-invest in product before installing the commercial and governance base.
Portfolio reporting
Investors lack a consistent view across portfolio companies on performance and risk.
How the work was sequenced.
Each step is structured to build evidence before recommendation, and recommendation before commitment.
- 01Ran parallel commercial and operational diligence on all three targets
- 02Built the integrated platform model with synergy, capex, and roll-up assumptions
- 03Stress-tested the thesis against regional FM market dynamics and customer concentration
- 04Delivered the investment committee paper with a ranked recommendation and walk-away terms
What changed, and what it produced.
The disciplines this engagement leaned on.
- Commercial and operational diligence
- Feasibility, market sizing, and demand validation
- Entity selection, structuring, and licensing strategy
- Portfolio operating standards and reporting frameworks
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