Contact Us
We welcome confidential conversations with founders, shareholders, boards, sponsors, and investors considering M&A, capital raising, debt financing, recapitalizations, or strategic alternatives.
Share the situation you are evaluating and the objective you want to achieve. A member of our team will review your inquiry and determine the appropriate next step.
If helpful, review our pages on selling a company, buy-side M&A, capital raising, and debt advisory before submitting your inquiry.
When to Contact Palmstone
Clients usually speak with us when a decision is becoming too important to evaluate informally. That may be a potential company sale, an unsolicited buyer approach, a planned acquisition, a recapitalization, a growth financing, or a refinancing where the available options need to be compared carefully.
Founders and shareholders often contact Palmstone before a formal process begins, especially when they want to understand valuation drivers, buyer appetite, timing, and preparation requirements. If you are considering a sale, the pages on preparing a business for sale and the M&A sale process can help frame the questions to raise.
Strategic acquirers, private equity sponsors, family offices, and acquisition vehicles may contact us when they are defining an acquisition thesis, prioritizing a target universe, or deciding how to approach owners confidentially. The pages on acquisition strategy and target identification outline how those conversations are typically structured.
Management teams and boards may also contact us when a business needs capital for growth, acquisitions, shareholder liquidity, or balance-sheet flexibility. In those situations, the right next step may involve private capital, senior debt, direct lending, structured capital, or a broader review of strategic alternatives.
What to Include
A short description of the company, ownership situation, geography, sector, approximate scale, and the decision being evaluated is usually enough for an initial review.
It is also helpful to mention timing, whether any buyers, lenders, investors, or advisers have already been approached, and whether there are confidentiality constraints we should understand before discussing the matter further.
How We Review It
We look at whether the situation is likely to require M&A advice, capital advice, financing advice, or a broader strategic alternatives discussion before proposing a next step.
Confidentiality
Transaction conversations are handled discreetly. If the matter is sensitive, share only what is necessary at first and note any timing, ownership, or disclosure constraints in the message.
Choosing the Right Starting Point
The most useful inquiry is specific about the decision being evaluated. A founder considering liquidity may need a very different conversation than an acquirer defining a target universe, a board comparing financing structures, or a shareholder group weighing a recapitalization against a full sale.
If the question is ownership or shareholder liquidity, it is helpful to describe the company's sector, scale, margin profile, management depth, and why timing is being considered now. If the question is acquisition-led growth, it is helpful to describe the acquisition thesis, preferred target profile, available capital, and any markets or ownership situations that should be avoided.
For financing inquiries, the key details are usually use of proceeds, current debt structure, cash-flow profile, desired flexibility, and whether the capital is intended for growth, acquisitions, refinancing, shareholder liquidity, or a combination of objectives. Clear context helps keep the first conversation focused and limits unnecessary disclosure before the appropriate next step is agreed.
Sale or Liquidity
Useful context includes ownership objectives, timing, whether any buyer has already approached the company, and what the shareholders need to understand before committing to a process.
Acquisition Program
Useful context includes the acquisition thesis, target criteria, preferred geographies, financing capacity, decision process, and any diligence issues that would make a target unsuitable.
Capital or Debt
Useful context includes capital need, timing, current lender or investor discussions, leverage tolerance, shareholder objectives, and whether flexibility or certainty is the primary constraint.
What Usually Happens Next
After reviewing an inquiry, we normally determine whether the situation calls for an introductory conversation, a more detailed review of transaction objectives, or a referral to a different professional adviser where the matter is primarily legal, tax, accounting, or operational. Early conversations are most useful when they clarify the decision, timing, shareholder objectives, and constraints before any external counterparty is approached.
A company may not be ready for a sale, acquisition, capital raise, or refinancing immediately. That is acceptable. Many owners and boards speak with advisers months before acting so they can understand readiness, identify information gaps, and decide which alternatives deserve serious consideration before momentum or outside pressure narrows the available choices.
Situations We Can Discuss
Some inquiries begin with a clear transaction objective. A shareholder may want to prepare for a sale, a buyer may want to build an acquisition program, or a company may need capital for expansion, refinancing, or shareholder liquidity. Other inquiries are less defined. A board may be comparing a sale with continued independence, a founder may be weighing a minority recapitalization, or a management team may need to understand how lenders and investors would view the business.
The first useful conversation is usually not about forcing a process. It is about understanding the commercial facts, ownership objectives, timing constraints, likely counterparties, and the information that would need to be prepared before a credible external discussion. Where a matter involves legal, tax, accounting, or regulatory questions, those topics should be reviewed with the appropriate professional advisers alongside any transaction discussion.
Contacting Palmstone does not require a client to be ready to launch a process. It can be appropriate when shareholders are still gathering facts, when an acquirer is testing whether a market is worth pursuing, or when a management team needs a clearer view of how financing alternatives would affect ownership, leverage, governance, and future flexibility.
If the situation involves an unsolicited approach, a pending board discussion, or a sensitive shareholder conversation, note that context in the inquiry. It helps us understand urgency, confidentiality, and whether the next step should be a short introductory call or a more detailed discussion of alternatives. Clear context also helps avoid unnecessary disclosure before the right forum for the conversation is agreed.
By submitting, you authorize us to contact you via email, phone and/or text message. You may opt out at any time. Please also review our privacy policy. Submitting an inquiry does not create an advisory relationship, legal privilege, or an obligation for Palmstone Capital to accept an engagement.