We introduce companies that should already know each other.
Cross-border partnerships, acquisitions and market entry, arranged through a private network of companies and the people who run them. Based in Dubai. Working internationally.
Coverage
We cannot name our clients. We can show you where we have reach.
609 relationships we would act on today, across 43 of 48 sector and market combinations. The 5 empty cells are on the site for the same reason the full ones are.
| Region | Industrial | Healthcare | Logistics | Technology | Consumer | Financial services | Energy | Real estate |
|---|---|---|---|---|---|---|---|---|
| GCC | ||||||||
| Europe | ||||||||
| South Asia | ||||||||
| Southeast Asia | ||||||||
| North America | ||||||||
| Africa |
What we do
Four kinds of work, all of them the same problem underneath.
- Strategic partnershipsYou need a partner in a market where you have no way to tell a serious company from a plausible one.
- Acquisitions and ownership transitionYou want to buy, sell or hand over a company, and the conversation has to stay private until it doesn't.
- Market entryYou are entering a market where the wrong first partner costs you two years.
- AdvisoryYou need someone outside the company to tell you what your own people cannot.
One engagement, in full
A Nordic industrial group needed a manufacturing partner in Vietnam. Eleven weeks from first call to signature.
- Sector
- Industrial
- Region
- Southeast Asia
- Period
- Q3 2026
- Duration
- 11 weeks, first call to signature
A Nordic industrial group had spent nine months looking for a manufacturing partner in Vietnam. They had a shortlist of fourteen companies, assembled from trade databases and two visits. What they did not have was any way to tell which of the fourteen could hold tolerance at volume, and which had simply written that they could.
The constraint was not price. They had a European customer contract with penalty clauses attached, and they needed a partner who would still be delivering in year three. A cheap partner who failed in month eight would cost them the contract.
We started by throwing away the shortlist. Not because it was wrong, but because it had been built from what companies say about themselves. We went instead to four people we know in Vietnamese contract manufacturing: two who run plants, one who supplies them with tooling, and one who audits them for a European buyer. We asked a narrower question than the client had been asking. Not who could do this, but who they would put their own name behind.
Three companies came back with more than one mention. Two of them had been on the original list, ranked ninth and eleventh. The company ranked first by the databases was named by nobody, and one of our contacts volunteered that it had lost two European customers in the previous eighteen months for reasons that had not reached the trade press.
We arranged visits to all three, and we went. The client engineering lead spent a full day on each factory floor rather than in a meeting room. We had asked for that in advance, and two of the three had to be persuaded to allow it. The one that refused was the one that dropped out.
The partner they chose was the one ranked eleventh. Family-owned, second generation, a plant outside Hai Phong, about 600 staff. The owner son had trained in Germany, which mattered less for the engineering than for the fact that he understood what a European penalty clause meant and priced the risk into the contract himself rather than discovering it later.
Eleven weeks passed between the first call with us and a signed manufacturing agreement. Nine of those weeks were the client internal approvals and the factory visits. The introduction itself took four days.
Outcome - Signed manufacturing agreement, first production run delivered on schedule.
Where we decline
Three things we will not do, including one that would make us money.
We do not take contingent fees on introductions
A fee that depends on a deal closing gives us a reason to push a counterparty we should be warning you about. We charge for the work, not for the outcome.
We do not work for both sides of the same transaction
It is common in this business and it is indefensible. If we are already engaged by a counterparty you are approaching, we will tell you that we cannot act, without telling you who.
We do not take introductions we cannot stand behind
If we do not personally know the people we would be putting you in front of, we will say the relationship is not ours to offer, rather than making a warm introduction out of a cold one.
Who you would be working with
One partner. He makes every introduction himself.
There are no associates and no delivery team, because an introduction made by someone the counterparty has never met is a cold approach with a letterhead on it.
If you are considering a move you cannot name publicly yet, write to us.
Everything you send is held in confidence, and nothing about you reaches a third party without your written agreement. A partner replies within two business days - and tells you plainly if we are not the right people.