Our Services
How SpearTip Advisors helps. The firm’s founding view is that markets misprice businesses whose competitive position, market, or management is stronger than consensus believes. The gap is rarely the business. It is the capital-market frame used to value it. A raise is where that gap gets locked in, for or against you.
This is what we do:
The number. We force the quantum, the use of proceeds, and the hold period before anyone is called. Growth versus deficit. Debt versus equity versus hybrid. What the cash must return. What you will not do with it. If the case does not survive a hostile read, we do not take it to market.
The frame. We build the package that closes the mispricing: competitive position, the market consensus is not modeling, and management quality the last round did not pay for. Teaser, memorandum, data room. Written so a credit committee and an equity partner can underwrite the same facts.
The process. We line up more than one credible source so no single check sets the price. Banks where debt is the cheaper instrument. Equity where the growth is real. Hybrids only when the conversion, the cap, and the control terms are acceptable on the downside, not just the upside. First-check syndrome is a process failure. We design against it.
The terms and the aftermath. Valuation, covenants, governance, and exit rights negotiated as one package. Documentation that closes. Then a capital-allocation discipline so the proceeds create value instead of buying another year of the same problem.
The client keeps the decision. SpearTip keeps the math honest, the narrative tight, and the process competitive. That is the difference between raising capital and handing it away.
Industry diligence is not a market-size slide. It is a decision about whether your capital comes back.
How SpearTip Advisors helps. The firm’s line is perpetually sharp, human-edged. Data can size a market. It cannot tell you which question is worth asking.
This is what we do:
The market, without the hockey stick. We size what is addressable today and forecast only what the drivers support. Structural tailwinds and the constraints that cap them. No slide that only works if everything goes right.
The inversion. We pressure-test the moat by asking what kills it: a regulatory shift, a price war, a channel that keeps the margin, a substitute the incumbent is dismissing. An industry that cannot survive that question does not get a recommendation to deploy capital.
The Philippine operating reality. Approvals, weather, ports, willingness to pay from direct interviews, and the channel economics that actually decide sell-through. A global framework that ignores these is a foreign model wearing a local label.
The decision. Triangulated base, upside, and downside. A clear go, no-go, or double-down. Entry price and capital allocation set off the same cases, so the diligence does not die in a binder.
You keep the decision. SpearTip Advisors keeps the market honest, the downside explicit, and the recommendation tied to what the capital has to earn. That is the difference between studying an industry and knowing whether to put money in it.
Corporate strategy is a choice about where you will be impossible to copy, and what you will stop doing so that choice can compound.
How SpearTip Advisors helps. The firm’s line is perpetually sharp, human-edged. A strategy deck can list options. It cannot force the choice, or kill the work that contradicts it.
This is what we do:
The diagnosis. We map the real economics before anyone writes a vision. Who pays, what drives the decision, unit cost versus the rival that matters, and the handful of capabilities that actually move the result. Assumptions that do not survive that read are dropped.
The advantage. One lever, two at most. Cost, quality or speed, customer access, or a defensible technology. The test is absolute: a competitor cannot replicate it without damaging their own economics. Anything weaker is named as relative improvement and kept out of the strategy.
The translation. The choice becomes a focused set of initiatives, a rule for where capital goes and where it does not, and the operating-model changes required to deliver it. Inversion is built in. No growth for its own sake. No copied playbook. No volume bought by serving customers who destroy margin.
The compound. Measurement and course correction so the advantage holds over years, not quarters. You leave with a strategy you can run, not a document you can frame.
You keep the decision. SpearTip Advisors keeps the economics honest, the choice narrow, and the traps explicit. That is the difference between having a strategy and having a company competitors have to fear.
Value creation is a higher stream of free cash flow that survives the cycle you are not in yet.
How SpearTip Advisors helps. The firm’s line is perpetually sharp, human-edged. A value-creation plan can list initiatives. It cannot tell you which ones produce cash and which ones only produce a story. That is the project.
This is what we do:
- The cash. We rebuild value from free cash flow, not from a target multiple. Revenue per customer, gross margin, and capital efficiency, unit by unit. If a lever does not raise sustainable cash, it does not make the plan.
- The moat and the hurdle. We test whether the advantage survives an industry shift, then set the true cost of capital as the bar. Projects below it are declined, however strategic they sound in a board pack.
- The traps. Vanity growth, leverage taken because the cycle is kind, and maintenance capital deferred to protect a quarter. Inversion is part of the work. We name what would destroy the cash flow before we recommend what would grow it.
- The policy. A quarterly operating cadence, M&A only when it accelerates cash-flow velocity, and a capital-allocation rule that funds high-return reinvestment first. Dividends and buybacks come after. You leave with a value-creation program you can run, and a basis for an exit that reflects economic profit rather than the market’s mood.
You keep the decision. SpearTip Advisors keeps the cash math honest, the hurdle explicit, and the residual in its place. That is the difference between growing the company and growing what it is worth.
Commercial due diligence is a test of whether this business, bought at this price, produces cash you do not already have.
How SpearTip Advisors helps. The firm’s line is perpetually sharp, human-edged. A data room can support a thesis. It cannot tell you which part of the thesis is the seller’s. That is the project.
This is what we do:
- The synergy, quantified. We test cross-sell, cost takeout, and local market expansion against customer behavior and competitive position, not against the bridge in the teaser. If it cannot be sized, it does not go into the price.
- The commercial engine. Stickiness, why revenue actually moves, and where the target is exposed. Revenue quality before revenue growth. A revenue pipeline that depends on a few relationships, a fading channel, or a price that will not hold is marked as such.
- The inversion. We look for the flaw that has killed deals like this before the exclusivity clock makes walking expensive.
- The call. Positive findings become an integration sequence and a synergy-capture plan. Negative findings become a clean walk-away, with the capital preserved for the next opportunity. You leave with a recommendation you can underwrite, not a memo that blesses the process.
You keep the decision. SpearTip Advisors keeps the seller’s story separate from the cash, and the exit ramp open until the evidence closes it. That is the difference between buying a company and buying a narrative.
Corporate valuation is today’s worth of the cash the asset can actually produce, discounted at a rate that prices the risks you will live with.
How SpearTip Advisors helps. The firm’s line is perpetually sharp, human-edged. A model can produce a value. It cannot tell you whether the cash flows are real or whether the hurdle is honest.
This is what we do:
- The cash. We project what the asset can produce, not what the process needs it to be worth. Realistic cases. No hockey stick standing in for a forecast.
- The hurdle. Currency, regulation, competitive intensity, and execution uncertainty are in the rate, not in a footnote. A Philippine risk that is not priced is a valuation that will not survive the first serious buyer or lender.
- The two uses. What the company is worth today, for capital raising, dividend policy, or exit planning. And the binary on any new opportunity: clear the cost of capital comfortably, or do not do it. Feeling strategic is not a reason.
- The inversion. We look for the investment that destroys value while everyone agrees it is important. If the math screams walk, the recommendation is walk. You leave with a number you can defend and a rule for the next peso of capital.
You keep the decision. SpearTip Advisors keeps the cash flows realistic, the risks in the rate, and the walk-away available. That is the difference between knowing what it is worth and hoping the market agrees with you.