Client context
Private Capital & Investment Firms
Operating and analytical depth across the ownership cycle.
Private equity, venture, infrastructure, private investment and family-capital platforms engage Thyor for diligence analysis, portfolio-company finance, value creation, reporting and cross-border investment decisions.
The context
What makes this decision environment different.
Private-capital clients typically engage Thyor where the investment case depends on operating detail that cannot be resolved from the fund level alone. That may be before commitment, when the underwrite needs challenge, or during ownership, when management reporting, cash or the value-creation plan is not giving the investment team enough visibility.
The firm works inside the cadence of investment committees, boards and portfolio reviews, while remaining operational enough to deploy into the company when the issue sits inside finance, pricing, working capital, integration or execution.
Pressures
Where the situation usually becomes difficult.
- 01
Investment teams lack operating bandwidth
Deal activity and portfolio demands exceed the senior finance and operating capacity available inside the fund.
- 02
Portfolio reporting is uneven
Holdings use different definitions, close timetables and forecasts, preventing a comparable view of cash, covenant and operating performance.
- 03
The underwrite depends on execution
Pricing, procurement, integration, growth or footprint assumptions must become governed initiatives rather than remain in the investment memorandum.
- 04
One asset has moved off plan
A deteriorating holding needs independent cash visibility, an honest diagnostic and a recovery path the board can monitor.
Where Thyor is engaged
Situations that tend to require a senior outside view.
- 01
Diligence and term-sheet analysis
Test the operating case, forecast, downside, capital needs and financial consequences of proposed terms without soliciting securities or counterparties.
- 02
Portfolio-company CFO support
Install reporting, forecasting, liquidity and board materials at the standard required by institutional ownership.
- 03
Value-creation governance
Translate underwrite assumptions into initiatives with accountable owners, quantified benefits, milestones and variance review.
- 04
Exit readiness and geo-macro risk
Prepare the reporting history and equity logic while assessing policy, country and supply-chain exposures that may affect timing or value.
How engagements work here
The delivery model adapts to the client, not the other way around.
Extension of the investment team
Work is shaped around investment-committee, board and portfolio-review cadences rather than a generic consulting process.
Deployed inside the asset
Senior finance and operating professionals work with management where execution, data quality and accountability are decided.
Comparable information across holdings
Definitions and reporting are standardised enough for portfolio decisions while remaining proportionate to each company.
Independent, fixed-fee advice
Thyor does not manage assets, solicit securities, contact counterparties or charge transaction-based success fees.
Typical mandates
The shape of work in this client context.
Diligence and term-sheet analysis
Independent financial and operating analysis supporting a private-market investment decision.
Portfolio-company CFO support
A rapid finance-function and liquidity build for a holding without sufficient internal CFO depth.
Value-creation governance
Portfolio-wide or asset-level governance of pricing, margin, integration, working-capital and growth initiatives.
Next step
Operating and analytical depth across the ownership cycle.
Describe the current decision, not the entire history. The first conversation is used to determine whether the firm is the right fit.