01Capital & Markets
IPO, equity and equity.
Governance, reporting, controls and institutional capacity before talking to the market or admitting new capital.
The transaction begins before the process begins.
We prepare the operational, governance, information and leadership architecture that a capital, ownership, partnership or succession decision requires before putting the company under pressure.
Business readiness before a capital, ownership, partnership or succession decision.
Mandate
Prepare the company before putting it under pressure.
The transactional decision demands that governance, information, operation, and leadership be able to sustain a more rigorous review.
The work begins by delineating the decision, the sponsor, the horizon, the jurisdictions and the limits of the mandate.
STEPUP & Co organizes readiness and coordinates interfaces. Qualified specialists retain the professional responsibility that corresponds to them.
Signs of readiness
The transaction exposes what the operation has not yet resolved.
Gaps appear before opening the process. Making them visible allows you to prioritize without turning urgency into improvisation.
01The operation depends on knowledge, relationships or concentrated authorizations.
02Management does not present a consistent operational narrative.
03Governance, reporting and decisions do not follow a common logic.
04Information exists, but is not organized for external review.
05Risks have no owner, evidence or correction plan.
06Legal, fiscal, financial and operational work without an integrated agenda.
Five decisions
An architecture for each transition event.
The event changes. Discipline remains: a clear decision, organized evidence, clear responsibilities, and an explicit gate to advance.
02Ownership
Exit and succession.
Transferability, continuity and clarity of leadership before a change of ownership or control.
03Partnership
Alliance and joint venture.
Contributions, decision rights, governance, and operational model before sharing capacity or growth.
Preparation does not promise the transaction. Builds the capacity to decide if the company should move forward.
Request a confidential conversationDecision map
Five events. A discipline of preparation.
Open each decision to review the situation, the questions it organizes, the scope of STEPUP & Co, and the professional limit.
01IPO Readiness+
Prepare the company to operate under a public standard.
Leadership evaluates a public offering or needs to understand what capabilities need to exist before initiating the process.
- Can the government increase oversight and reporting requirements?
- Are the controls, records, and information processes reliable?
- Is the board and management prepared for their new responsibilities?
- Is the decision to be public consistent with the long-term strategy?
02Sell/Exit Readiness+
Prepare the company before opening a sales conversation.
The owner considers a full or partial sale, liquidity, recapitalisation or change of control.
- Can the company operate and respond without depending on a single person?
- Are the team, processes, and critical relationships transferable?
- Can operational and governmental information support external audit?
- Do material risks have an owner and a correction plan?
03Capital & Equity Readiness+
Prepare the company before talking to capital.
The company considers raising capital, recapitalizing or admitting a new shareholder to finance growth, expansion or continuity.
- For what business decision is capital required?
- What capacity must exist before receiving it?
- Which information, government, and management story can be reviewed?
- What of rights, responsibilities, and dilution are you willing to consider for the shareholder?
04Strategic Partnership & Joint Venture Readiness+
Prepare the architecture before sharing growth, control or capacity.
The company considers an alliance, joint venture, industrial partner, shared expansion or entry of a strategic shareholder.
- Which goal cannot be achieved by the company alone with the same efficiency?
- What does each part contribute: capital, market, technology, assets, talent, or relationships?
- Which decisions will be shared and which will remain separate?
- How will government, information, performance, and blocking resolution function?
05Ownership, Leadership & Succession Readiness+
Prepare continuity before transferring ownership or leadership.
A family, founder, board or shareholders need to prepare for succession, executive change, change of control or new governance structure.
- What is being transferred: property, leadership, decision-making, knowledge, or relationships?
- Who has authority before, during, and after the transition?
- What capabilities does the successor need and what should remain institutionalized?
- How is the family, shareholders, board, and management related?
Mechanism
Readiness converted into evidence and decision.
Five moves connect the strategic event with a preparation that can be reviewed, governed, and transferred.
- 01
Frame
Which decision is being prepared and what are its limits?Initial scope, information protocol and advisor map. - 02
Assessment
What can the company support today and where are the gaps?Readiness baseline and gap map. - 03
Prioritize
What should be corrected first and what can be expected?Blueprint, priorities, owners, sequence and progress criteria. - 04
Build Readiness
How to install the preparation within the company?Active workstreams, documents, cadence and risk register. - 05
Coordination & Gate
Is the company ready to advance?Readiness pack, open decisions, handover and documented gate.
FREQUENTLY ASKED QUESTIONS
Questions about Transaction Architecture.
Borders and decisions that must be clear before exposing the company to a transaction.
01Does STEPUP & Co raise capital or find investors?
Not by default. STEPUP & Co prepares the enterprise, information, governance and decision architecture. The search, request, placement or intermediation corresponds to authorized entities and professionals when applicable.
02Does STEPUP & Co sell the company or find buyers?
Not by default. STEPUP & Co works on readiness and transferability. An M&A advisor or licensed intermediary conducts the market, negotiation and execution process where appropriate.
03Does Transaction Architecture conduct due diligence?
It should not be presented as a legal, tax, financial or investment audit or due diligence. Organize gaps, evidence and business workstreams and coordinate the interface with the responsible specialists.
04Should the company have decided on the transaction?
Not necessarily. The mandate can help determine if there is sufficient readiness to move forward. There must be a concrete decision to evaluate and a responsible sponsor.
05Can it help with international expansion?
Yes, when the expansion depends on capital, equity, strategic partner or joint venture. If the challenge is to design and execute operational expansion, Growth Architecture Consulting corresponds.
06Can it assist in family succession?
Can organize governance, leadership, knowledge and continuity readiness. Legal, tax, estate, fiduciary or testamentary planning is the responsibility of qualified specialists.