02/We work with international and domestic corporates, leading financial sponsors and institutional investors to pursue and complete complex strategic transactions
Our domestic and cross-border corporate advisory work focuses on traditional disciplines of:
Mergers, Divestments and Acquisitions
Public Company Takeover Offers and Takeover Responses
Buy Side Strategy Development, Target Identification and Deal Execution
Spin-Offs and Strategies for Non-Core Assets
Capital Raisings and IPOs (equity and debt)
Corporate Valuation
Joint Ventures and Strategic Initiatives
We have acted as an independent advisor in numerous disputes between joint venturers, Boards of Directors and Shareholders – assisting with complex negotiations that lead to commercial resolution and the preservation of shareholder value.
Our capabilities complement those of client teams to allow transactions to be pursued in a timely and strategic fashion – critical requirements for today’s volatile financial and corporate markets.
Unlike mainstream investment banks, we are a pure advisory firm. This freedom from conflicts in demands to cross-sell financial products allows us to be absolutely focused on the delivery of independent advice that is in the best interests of the client.
Corporate Strategy | Growth and Innovation
The Growth Architecture Flywheel: Sustaining Inventive Momentum Across Scale-Up, Growth, Maturity and Decline
Inventiveness is the engine of every successful industrial business in its early life — and the quality many quietly lose as that business matures. LCC refers to this constant process as the Growth Architecture Flywheel™. For the scale-up and the growth-stage company, the discipline is to harness inventive energy without letting it outrun sustainable performance. For the mature company, the discipline is the reverse: to protect that inventive energy from being optimised away by the very systems that made the business reliable & successful.
Corporate Governance | Shareholder Activism
Activist Shareholder Strategic Options: A Primer for Directors on Framing Response Strategies
Activist investors are no longer fringe participants in capital markets. The majority are organised, data-driven, well-funded and, in many cases, increasingly sophisticated in how they exert influence over boards and management teams.
M&A Advisory Research | 2026
The Winner’s Curse in M&A: Deal Fever, Flawed Economics & the High Price of Winning
In competitive M&A processes, the winner is frequently the party that made the most optimistic assumptions — not the party with the highest quality, objective information.
The Winner’s Curse describes the systematic tendency of auction winners to overpay, driven by deal fever, escalating commitment, decision bias and financial models that rationalise a price rather than discover one. When the economics become sufficiently stretched, the market itself delivers a verdict: lenders refuse to provide debt, and warranty insurers decline to offer cover. These are not bureaucratic obstacles — they are independent professional judgements that the deal cannot be justified.
Briefing Note | Q2 2026
Break Fees and Cost Compensation in M&A Transactions
Proactively offering a break fee is frequently in the seller's own interest — not merely a concession to buyers. Buy-side cost compensation is a narrower tool reserved for genuine seller-side defaults — not a negotiating demand.
Briefing Note | Corporate Finance
Deferred Consideration Protection in M&A Transactions
This briefing note is a transaction-structuring aid for vendor-side client navigating 12- and 24-month deferred consideration structures in M&A transactions. It provides a hierarchy of protective mechanisms, practical drafting concepts, and commercial negotiation framing for situations where the purchase price includes fixed deferred payments.
Briefing Note | Q2 2026
Exclusivity in M&A Deal Processes
This briefing note examines exclusivity as an independent subject — its purpose, its mechanics, the considerations that determine appropriate timing and duration, and the circumstances under which it should dissolve. Ther note addresses both the vendor and bidder perspectives, recognising that each party’s interests are not always aligned on the use of this mechanism.