Selected experience
Ownership decisions, capital processes and opportunity development. Each contributes a different kind of experience to the mandate in front of us.
Personal and affiliated-company experience that shapes our judgment.
Alex Zastre · Business ownership
Alex’s ownership experience includes the sale of Thor’s Hammer, an outbound infrastructure business, with the financial-services activity retained.
The relevance: deciding what to sell, what to keep and how the retained business continues to operate.
Zastre Kent Wilson · Affiliated firm
Our affiliated buyout firm’s work includes acquiring, operating and selling marketing and digital-services businesses with principal capital.
The relevance: evaluating earnings, owner dependency, transition requirements and buyer funding from the perspective of the party taking the risk.
Andreas Vagelatos · Principal experience
Andreas brings experience building and financing technology businesses, developing strategic relationships and navigating M&A as a principal.
The relevance: connecting product, commercial traction and the buyer’s strategic rationale to the decisions that shape an exit.
Meet AndreasSelected examples are presented by sector to preserve client confidentiality.
Medical devices & biologics
Placement and debt advisory for an operating business bringing devices and biologics to market.
Milestone: senior bridge terms secured.
Healthcare technology
Bridge financing advisory ahead of a larger capital event, with the near-term funding need considered within the broader strategy.
Milestone: pre-listing bridge executed.
Specialty finance
Structured credit advisory around a receivables-backed facility and the underlying portfolio.
Milestone: facility terms delivered.
Digital health
Investor development across equity and debt for a business preparing its first institutional capital process.
Work: investor coverage and continuing capital advisory.
Terms secured or delivered describe a financing process milestone; funding and client drawdowns are separate events. Examples reflect the team’s documented role and are not promises of future outcomes.
Examples drawn from proposal work. Each describes the proposed approach and its purpose.
For a healthcare acquisition strategy: map the target universe, approach owners discreetly, then assess willingness to transact, earnings quality and transferability.
The deliverable: a screened opportunity and a clear reason to pursue it.
For a listed industrial strategy: coordinate investor communications, financing readiness and counterparty discussions around management’s operating milestones.
The deliverable: a coherent plan connecting the business story, funding need and next decision.
For a software business considering strategic alternatives: map counterparties against product fit and commercial value, then define the most relevant route into each organisation.
The deliverable: a focused counterparty strategy with a rationale for every approach.
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