Client context
Middle-Market Private Companies
Enterprise-grade finance and decision support scaled to a private company.
Thyor supplies senior CFO, tax, transaction, restructuring and operating capability to independent and sponsor-backed private companies with complex reporting, capital and cross-border needs.
The context
What makes this decision environment different.
Middle-market companies frequently face enterprise-grade decisions without enterprise-sized specialist teams. An acquisition, refinancing, international expansion or restructuring can absorb the same executives who still have to run the business every day.
Thyor provides senior capability around those periods without building a permanent advisory bureaucracy. The work is scoped around the decision, integrates with existing management and is intended to leave the company with a stronger internal operating rhythm when the project ends.
Pressures
Where the situation usually becomes difficult.
- 01
Complexity arrives before internal capacity
Acquisitions, new markets, lenders and product lines create enterprise-grade demands before the company can justify every specialist internally.
- 02
Lenders require better information
Covenant, borrowing-base and refinancing discussions depend on timely forecasts and reporting that reconcile to actual performance.
- 03
Transactions compete with the day job
Management must run the company while also handling diligence, integration, financing or separation workstreams.
- 04
A weak quarter can become a liquidity issue
Margin, working capital and debt service can interact quickly when visibility is limited or corrective action begins too late.
Where Thyor is engaged
Situations that tend to require a senior outside view.
- 01
CFO and finance transformation
Upgrade close, reporting, forecast, controls and team design while providing senior leadership through the transition.
- 02
Liquidity and working capital
Install direct cash visibility and improve billing, collections, inventory and supplier terms without destabilising operations.
- 03
M&A analysis and integration
Evaluate transaction economics, terms and financing, then build the reporting and accountability required after completion.
- 04
Performance improvement and restructuring
Quantify margin, footprint, pricing and cost levers and govern a recovery plan through measurable milestones.
How engagements work here
The delivery model adapts to the client, not the other way around.
Enterprise-grade discipline, proportionate scope
The work is designed for the decision and company economics rather than importing a global-firm delivery pyramid.
Senior hands alongside management
Experienced professionals own the analysis and execution workstreams that the internal team cannot absorb.
Lender- and board-ready information
Models and reporting are built to survive external scrutiny while remaining useful for operating decisions.
Capability transfer
Processes, documentation and hiring support are included so the organisation can sustain the improved cadence.
Typical mandates
The shape of work in this client context.
CFO and finance transformation
A finance-function reset following growth, acquisition or lender pressure.
Liquidity and working capital
A 13-week cash discipline and operational cash-release programme for a leveraged or seasonal business.
M&A analysis and integration
Financial evaluation, term analysis and post-close reporting for an acquisition alongside legal and regulated advisers.
Next step
Enterprise-grade finance and decision support scaled to a private company.
Describe the current decision, not the entire history. The first conversation is used to determine whether the firm is the right fit.