Capital & Strategic Transactions
One firm, accountable for the transaction from first conversation to close.
Mergers and acquisitions, capital raising and strategic transactions — origination, structuring, diligence, negotiation, regulatory approvals and post-close — run end to end as one confidential, senior-led mandate to a documented close, across the India–UAE corridor.
Who we work with
Principals on either side of a consequential deal or raise
We are engaged by the people accountable for the outcome — those who need a single owner across the lifecycle, not a deck and a hand-off. Discretion is the constant on every mandate.
Founders and promoters
Preparing to exit, consolidate or restructure — and needing a confidential process run with senior accountability.
Companies raising capital
Businesses raising growth, private-equity, institutional or structured debt capital — and needing the round structured and run to close.
Strategic acquirers
Corporates and operators pursuing growth, market entry or consolidation through acquisition.
Financial acquirers and investors
Sponsors and investors needing origination, structuring and diligence carried end to end.
Family businesses
Navigating succession, partial exits or capital events where confidentiality and continuity both matter.
Cross-border buyers and sellers
Principals transacting across the India–UAE corridor, where structuring and approvals decide the deal.
Problems we solve
Where deals and raises stall — and why
Most transactions do not fail on the thesis. They fail in the execution gap: no single owner, scattered advisors, and a process that loses momentum between intent and close.
No single accountable owner
Across a lifecycle, accountability fragments between bankers, lawyers, accountants and internal teams. LGS holds one accountable point from first conversation to documented close.
Capital that is hard to reach cleanly
A raise stalls when the structure, the story and the investor process are run in pieces. We structure the round, prepare the materials and carry the investor process as one owned workstream.
Cross-border structuring complexity
Regulatory regimes, holding structures and approvals across India and the UAE stall transactions that have no firm carrying the cross-border workstream end to end.
Confidentiality risk in a sale or raise
A leaked process can damage value, staff and counterparties. We run mandates under governed discretion — staged disclosure, NDA-bound, described by type and outcome, never by client.
The intent-to-close gap
A term sheet is not a closed deal, and interest is not committed capital. Diligence, negotiation and documentation are where transactions slip; we run them to a defined, documented result.
Value left unrealised after close
Value is realised after close, not at signing. When post-close integration is treated as an afterthought, the deal underdelivers. We carry the mandate through hand-over.
What LGS owns
The full mandate — M&A, capital and the transaction, end to end
Ownership is a defined scope, not a slogan. On a capital or transaction mandate, LGS is accountable for each stage below — with senior people on the engagement and a documented close at the end.
Origination and counterparty access
Screening and approaching the right acquirers, targets or investors on a buy-side, sell-side or capital mandate, with confidentiality controlled throughout.
Valuation, deal and capital structuring
Working through valuation context and the structure — entity, consideration, instrument and terms — so the transaction or the raise is sound before it goes to market.
Capital raising and the investor process
Structuring the round, preparing the materials, and running the growth, private-equity, institutional or structured-debt process through to committed capital — as advisor, not as the investor.
Diligence coordination
Running and coordinating commercial, financial, legal and regulatory diligence across advisors and jurisdictions to one accountable plan.
Negotiation, documentation and approvals
Carrying negotiation and the definitive documentation through to signing, and coordinating the registrations and cross-border approvals a transaction depends on — lawfully and in sequence.
Close and post-close integration
Carrying the mandate beyond signing to a documented close and a clean hand-over, so the value the transaction was built on can actually be realised.
The Method
The LGS Mandate Method
Step 1: Evaluate
We assess the mandate against our acceptance framework before we take it.
Step 2: Structure
We define scope, accountability and the path to a documented result.
Step 3: Coordinate
We align stakeholders, advisors and authorities across jurisdictions.
Step 4: Execute
We run the mandate end to end, with senior people on every engagement.
Step 5: Document
We carry the mandate to a documented close and a clean hand-over.
Governance & compliance
How we govern a capital or transaction mandate
Confidentiality and senior accountability are not features of the engagement — they are the conditions of it. Every deal and every raise is run inside these standards.
Board-level confidentiality and a signed NDA govern every mandate before any sensitive information moves. Information flows on a need-to-know basis, with staged disclosure to counterparties and investors.
On any transaction we act for one side only — a buy-side/sell-side wall and a conflict screen run before acceptance, so the principal's interest is never split and never compromised.
Senior people are accountable end to end — the people who scope the mandate are accountable for executing it, from first conversation to documented close.
Every mandate is evaluated against our five-dimension acceptance framework before we accept it. We will not run a deal or a raise we cannot own.
We decline mandates that fail the framework — where confidentiality cannot be protected, accountability cannot be held, or the path to a documented result is not credible. Restraint is part of the governance.
We are an advisory and execution firm and act as an advisor, not the principal investor. We coordinate regulated workstreams lawfully, in sequence, and do not promise or imply a guaranteed transaction or a guaranteed raise.
Representative mandate
Described by type and outcome — never by client
A single illustrative mandate type. Across the practice, mandates are described by type and outcome under NDA; identities, counterparties and commercial terms remain confidential.
Client identities and commercial terms are confidential. Mandates are described by type and outcome under NDA.
Proof
Defensible proof only
We do not publish deal values, amounts raised, success rates or named counterparties. Transaction-specific proof ships only once it has cleared confidentiality review and founder confirmation.
Our confidentiality posture
We deliberately do not publish deal values, amounts raised, success rates or named counterparties or investors. On a consequential transaction or raise, a leaked figure is a liability — so mandates are described by type and outcome, and the specifics are shared privately, under NDA, with the principals entitled to see them. The firm-wide record that stands behind this work — 12+ years of execution, senior-led accountability, 500+ institutional relationships and three offices across India and the UAE — is set out on the About and Governance pages.
We publish no client names, success rates or counts. Representative mandates are described by type; specifics are shared privately under NDA.
Submit a confidential mandate
If the mandate is one we can own, we will carry it to a documented close.
Tell us what needs to happen — a sale, an acquisition or a raise. Every mandate is evaluated against our acceptance framework before we take it — under NDA, with senior accountability from the first conversation.
FAQ
Capital & strategic transactions — common questions
Both. We run buy-side mandates — origination, screening, diligence and negotiation through to close — and sell-side mandates, including confidential sale processes for founders and promoters. We also structure carve-outs and joint ventures. On any single transaction we act for one side, with that principal's interest owned end to end.
Both. Alongside M&A, we run capital-raising mandates — growth, private-equity, institutional and structured-debt capital — as an advisor: structuring the round, preparing the materials, running the investor process and carrying negotiation to a close. We advise and execute; we act as an advisor, not the investor, and we do not promise a guaranteed raise.
Confidentiality is the condition of the mandate, not an add-on. A signed NDA and board-level discretion govern the process before any sensitive information moves; information flows on a need-to-know basis, with staged disclosure to counterparties and investors. After signing, the same discretion applies — we describe mandates by type and outcome only, never by client, and commercial terms remain confidential.
Yes. The India–UAE corridor is a core part of the practice. We carry the cross-border workstream — holding structures, regulatory approvals, registrations and counterparty coordination — as one accountable mandate, rather than handing it between disconnected advisors in each jurisdiction.
We work across sectors on transactions and raises where a single accountable owner across the lifecycle adds real value — manufacturing, services, real assets and regulated industries among them. We assess fit by the nature and complexity of the mandate against our acceptance framework, not by a published size threshold, and we do not disclose specific figures.
We treat close as the start of value, not the end of the deal. The mandate is carried beyond signing to a documented close and a clean hand-over, with the integration scope defined and owned up front rather than left as an afterthought — so the value the transaction was built on can actually be realised.
We decline any deal or raise we cannot own — where confidentiality cannot be protected, senior accountability cannot be held end to end, or there is no credible path to a documented result. We are an advisory and execution firm; we act as an advisor, not the investor, we do not promise guaranteed outcomes, and restraint about what we accept is part of how we govern the practice.