Selected Transactions
Representative engagements across sell-side M&A, buy-side advisory, capital raising, debt advisory, recapitalizations, and strategic transactions.
Discuss a TransactionExperience Across Ownership and Capital Decisions
Palmstone Capital advises clients through transactions where value, control, liquidity, financing certainty, and strategic direction must be considered together. The selected engagements below are representative of our work across sectors, sell-side M&A, buy-side advisory, capital raising, debt advisory, geographies, and transaction structures.
Featured Transactions
Our featured mandates reflect a broad advisory platform, combining sector insight, capital markets perspective, and transaction execution across both completed and ongoing situations.
Selected entries are presented at a high level and may use anonymized descriptions or approximate values where appropriate. Many advisory assignments involve confidentiality restrictions, private counterparties, or continuing negotiations. These summaries are limited to protect confidentiality while showing the range of transaction situations Palmstone advises on.
Multi-Asset Platform
Pan-European
Real Estate Platform
DACH Region
Infrastructure Services
Middle East
Swiss Residential Real Estate
Switzerland
Hospitality Group
United Kingdom
Infrastructure Portfolio
Western Europe
Industrial Manufacturing
Germany
Healthcare Group
Northern Europe
Logistics & Supply Chain
Netherlands
Energy Transition Fund
Europe
MedTech
United States
Commercial Real Estate Portfolio
Germany
SaaS
UK
Healthcare Platform
United Kingdom
Energy Services
Italy
Logistics Infrastructure
Netherlands
Consumer Goods
France
Mixed-Use Development
Spain
FinTech
United States
Data Center Portfolio
Nordic Region
IT Services
Poland
Hospitality Assets
Mediterranean
E-Commerce
Sweden
Residential Portfolio
Austria
Healthcare Services
UAE
Industrial & Logistics
CEE Region
Hospitality Group
Greece
Renewable Energy Platform
Iberia
Industrial Manufacturing
Germany
Senior Living Portfolio
France
Renewable Energy
Portugal
Office Portfolio
Benelux
How to Read This Experience
Transaction experience is most useful when it is viewed through the lens of the decision a client is facing. A founder preparing for a full sale has different priorities than a sponsor evaluating an add-on acquisition, a family office reviewing a direct investment, or a board considering a refinancing.
For shareholders, the relevant question is often whether an advisor understands buyer appetite, positioning, diligence pressure, and negotiation dynamics in the specific sector. That is why a seller preparing for a process may also review our sell-side advisory and preparation guidance.
For acquirers, relevant experience is measured by the ability to define a credible acquisition thesis, identify priority targets, approach owners carefully, and evaluate value before a buyer commits to exclusivity. Those considerations are covered in our pages on buy-side advisory and buy-side due diligence.
For companies evaluating capital options, the important issues are different again: use of proceeds, leverage capacity, covenant flexibility, dilution, shareholder objectives, lender appetite, and closing certainty. Our capital markets and debt advisory pages explain how those choices are evaluated.
Ownership Decisions
Many assignments begin with a shareholder question: sell now, raise capital, refinance, recapitalize, or continue building. The right path depends on value, control, timing, alternatives, and the readiness of the business for external review.
Buyer and Capital Access
Transaction outcomes are shaped by the quality of the counterparty universe. Strategic acquirers, sponsors, family offices, lenders, and capital providers evaluate opportunities through different return, risk, timing, and diligence lenses.
Execution Judgment
Advisory work matters most when information is incomplete, timing is sensitive, or tradeoffs are difficult. Preparation, negotiation discipline, financing certainty, and confidentiality can affect both price and the probability of closing.
What This Page Does Not Show
This is not a complete list of every advisory assignment, counterparty discussion, financing review, or strategic alternatives mandate. It is a selected public summary of the kinds of situations in which Palmstone professionals advise. Some assignments cannot be described publicly at all, and others can only be described by sector, region, approximate size, or transaction type.
Past engagement experience should not be read as a promise of a similar outcome. Each transaction depends on company quality, market conditions, buyer or capital provider appetite, diligence findings, legal and tax considerations, financing terms, negotiation leverage, and the objectives of the shareholders or board.
The most relevant lesson from selected experience is usually not the headline value. It is whether the advisor understands how to prepare the facts, manage sensitive counterparties, compare credible alternatives, and protect the client's negotiating position when circumstances change during a process. That judgment is often most important before the strongest counterparties have made their intentions clear. The preparation work behind that judgment is rarely visible in a public transaction summary alone.
How Experience Applies to a New Situation
Representative engagements are most useful when they help a reader understand how a transaction may be prepared, positioned, financed, negotiated, or compared with alternatives. The same sector can require very different judgment depending on ownership, counterparty interest, financing availability, and whether the company is pursuing a sale, acquisition, capital raise, refinancing, or recapitalization.
A founder or shareholder reviewing selected transactions should not focus only on headline value. The more relevant questions are whether the business is prepared for diligence, which buyer universe would understand the company, how the process should protect confidentiality, and what terms would matter beyond price. Those questions connect directly to our guidance on preparing a business for sale and quality of earnings.
A buyer should read the same experience differently. Relevant judgment may involve defining an acquisition thesis, identifying targets that are not actively marketed, approaching owners credibly, and deciding whether diligence findings should affect valuation, structure, or the decision to proceed. Those issues are covered in our pages on acquisition strategy and target identification.
For companies seeking capital, selected experience should be read through the lens of structure. Growth equity, private credit, senior debt, minority capital, and recapitalizations each affect control, dilution, covenant flexibility, closing certainty, and future strategic options. The right comparison is rarely between capital sources in isolation; it is between structures that support the company's objectives after the transaction closes.
Preparation
Strong processes begin before outreach, with clear objectives, clean information, credible forecasts, ownership alignment, and a view of the counterparties most likely to support the desired outcome.
Positioning
Positioning should explain why the business, asset, or capital need matters to the right buyer, lender, investor, or partner without overstating growth, valuation, or certainty.
Counterparties
Strategic acquirers, sponsors, family offices, lenders, and capital providers evaluate the same facts differently. A disciplined process reflects those differences before terms are negotiated.
Closing Certainty
Certainty depends on diligence, approvals, financing, documentation, timing, and the ability to keep alternatives credible while a preferred path is being negotiated.
Discuss a Situation With Similar Complexity
If you are evaluating a sale, acquisition, capital raise, refinancing, recapitalization, or strategic alternative, the first useful step is a confidential discussion of objectives, timing, counterparties, preparation, and constraints.