With the (severely high) level of competition in the M&A market, the speed of deal processes, and the absolute mandate to improve the asset you invest in, private equity requires a trusted thought partner to support commercial diligence efforts – a partner that understands and embraces the challenges.
Matters Graph provides unbiased, truth-based insights in the moments that provide necessary advantages in both open and proprietary processes (in the rarer occasions that you can architected proprietary advantages).
We love the owner-operator, active investor mindset – starting with the signals, the idea, and an emerging and original thesis defining its value and its value creation strategy (both better be original, or you will find that there is little way to distinguish your underwriting from other bidders) indicating there is something of greater value to be made here. Identifying the potential to deploy strategies that will craft the asset into something of meaningfully greater commercial value.
We also know how very hard your job is, and we know why we exist. To help.
Our founding purpose back in 2017, has been to support investors through their considerations for making acquisitions and defining effective value gen plans. .
Matters Graph works with our PE clients pre- and post- transaction. For many of our clients this means starting early (to gain advantage in processes and in developing advantaged relationships with the counter parties) – i.e., we are conditioned to start pre-process to support early jury and to preserve and optimize spend. We hold that commercial diligence should be the basis of early thesis development and should be the early if not the first spend item. Being built for the active investor, we embrace narrow scope (and smaller spend) exercises that are staged to resolve key questions as they emerge to support iterative deal team decision making.
Matters Graph only works on the buyside. We respect the value of sell side vendor due diligence work for creating value for sellers by widening the landscape of potential investors, but we also long ago determined that the promotional bias that is inherent with the work does not build the trust in the work product (“it seems its always all too much up and to the right”) and respectfully weakens the trust that discerning investors, co-investors and lenders need to rely on to realize their intentions. Moreover, we determined that the skills associated with developing sell side decks) are very different than the skills required to build and maintain the necessary scrutinous muscles to answer the questions that will determine the outcomes that prove to matter.
From top to bottom – we embrace our purpose – to be earnest, rigorous, truthful and to help our clients ‘crack the case’ and make the wisest decisions before they deploy capital.
