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Matuta Capital Solutions

Corporate transactions and capital.

Advising shareholders, founders and investors on sales, acquisitions, mergers and capital raising. A dedicated senior team leads every mandate, from preparation to closing.

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10+ yearsin corporate finance and M&A
200+ companiesadvised
Sell-side and buy-sidecorporates, private equity and family offices
Sector expertiseindustry, logistics, distribution, automotive, chemicals, technology, healthcare, energy, professional services, consumer goods, food and beverages
Approach

The principles of every mandate.

A corporate transaction happens only a few times in the life of a company. The outcome depends on the preparation, the process and who sits at the negotiating table.

01

Senior team, from start to finish

The same senior team defines the strategy, prepares the transaction, negotiates and closes. Close support at every stage, with attentiveness, availability and judgement in the difficult moments.

02

Both sides of the table

Experience as both adviser and owner, acquiring and integrating companies. An operator's view to anticipate how each party thinks and where the real value lies.

03

Clear objectives, optimal timing

Transaction objectives defined and prioritised before going to market. Swift execution when the window is open; patience when the transaction needs time to mature.

04

Fit, confidentiality and independence

Buyers, investors and funds selected for strategic fit. Information released in phases and under confidentiality. A single party represented in each transaction.

Services

Areas of advice.

  • Company sales

    Preparing the company, valuation, buyer selection, negotiation and closing, including family-business succession processes.

  • Acquisitions

    Target identification, analysis, due diligence and offer structuring.

  • Mergers and joint ventures

    Structuring alliances and partner agreements: business plan, valuation and corporate governance.

  • Capital raising and refinancing

    Equity, bank debt, participating loans and refinancing. Business plan and documentation for investors and lenders.

  • Shareholder transactions

    Entry and exit of shareholders, shareholder reorganisations and succession processes.

  • CFO as a Service

    Outsourced financial management, on demand and tailored to each company's needs: planning, reporting to the board and investors, relationships with financial institutions and preparing the company for future transactions.

  • Strategy and valuation

    Valuations of companies, brands and intangible assets. Value bridge and roadmaps to increase the value and liquidity of the company ahead of a sale. Tax purposes, corporate reorganisations and recurring value tracking.

  • Due diligence

    Financial due diligence for buyers and investors in acquisitions and equity investments.

Experience

Every transaction is a company's story.

More than two hundred companies advised. Behind each one, a family looking for succession, a team that wants to grow or a board that needs to decide. Some of those stories, without names for confidentiality.

200+companies advised
15+sectors
Cross-borderexperience across a range of international transactions
01
Succession · Cross-border
“Selling a family business is also deciding who will look after what has been built.”
Industrial distribution

A family business without a successor and a buyer on the other side of the world.

The challenge
The owners of a distributor of mechanical traction components needed to secure the company's continuity with no next generation in the family to take over.
The approach
A search beyond the domestic market to find the buyer with the greatest strategic interest, managing the cultural, regulatory and negotiation differences of a cross-border process.
The outcome
Sale to a Chinese investor.
02
Inorganic growth · Cross-border
“A well-chosen acquisition can change the scale of a company.”
Food

From national leader to European platform.

The challenge
A Spanish group that imports, processes and sells nuts to large retailers was looking for the scale needed to compete in Europe.
The approach
Buy-side mandate: identifying a complementary company in Italy, assessing the fit, negotiating and structuring the acquisition.
The outcome
Acquisition in Italy to create a European leader in the sector.
03
Strategy and valuation
“The best time to prepare a sale is years before selling.”
Automotive

What it is worth today and what to do so it is worth more tomorrow.

The challenge
A manufacturer of components for OEMs and Tier 1 suppliers wanted to understand the company's potential value in a future transaction.
The approach
Valuation and value bridge between current and potential value, with the operational, commercial and financial levers that separate them.
The outcome
A 3–5 year roadmap to maximise value and position the company in a segment attractive to buyers.
More experience

Five challenges, one standard of judgement.

01

Succession and sale

Every family business deserves a buyer who understands its story.

  • Industry

    Design, manufacture and distribution of street furniture. Sale to a private equity fund.

  • Logistics

    Integrated logistics operator specialising in warehousing and picking. Sale to an international industrial group.

  • Industry

    Plastic bottle manufacturer. Sale to a group with production and commercial synergies.

02

Growth and equity investment

Liquidity today, without giving up tomorrow's growth.

  • Logistics

    International freight forwarder and its warehouse real-estate platform. Entry of a private equity fund to provide liquidity to the shareholders and finance growth.

  • Technology

    Technology spin-off of an industrial group. Investor search to finance its growth and development.

03

Inorganic growth and due diligence

Buying well starts with knowing exactly what you are buying.

  • Professional services

    Identification, negotiation and acquisition of professional services firms.

  • Real-estate services

    Acquisition and growth financing of a real-estate portfolio valuation company, for an investment fund.

  • Retail

    Acquisition of a company that designs and manufactures store fixtures, for an investment fund.

  • Healthcare

    Due diligence on a medical telediagnosis company on the entry of several investors.

  • Energy

    Due diligence on an energy-efficiency services company on the entry of a private equity fund.

04

Strategy and valuation

Value is not a number: it is a roadmap.

  • Beverages

    Recurring annual valuation so the board and the owners can track how value evolves.

  • Chemicals

    Valuation of a biocides company in a corporate reorganisation among shareholders.

  • Construction

    Valuation for tax purposes of a building-materials company in the group's reorganisation.

Also valuations of brands and intangible assets for transactions and for tax purposes.

05

Capital reorganisations

A solid balance sheet is the foundation of any strategy.

  • Food distribution

    Exit of a minority shareholder from a food distribution group.

  • Industry

    Refinancing of a leading rolled-steel producer.

  • Industry

    Refinancing of an industrial fasteners manufacturer.

  • Distribution

    Refinancing of a distribution group for cleaning and hygiene products.

With the option of ongoing support as CFO as a Service.

Contact

Facing a strategic challenge?

Every enquiry is handled by a senior team, in strict confidence.

[email protected]