Our Merger & Acquisitions specialist expertise is demonstrated through more than two decades of helping corporates and their owners generate value.

Find out more about M&A and Strategic Advisory

From our decision to pursue this exit route, it was achieved in under 4 months….a strong testament to the professionalism of the advisory team involved….

Managing Partner mid-cap private equity fund

Case Study

Asked to advise an established private equity fund on the exit of its joint-controlling shareholding in a leading healthcare services company, David Hill managed a dual-track exit process, attracting competing offers from notable private equity and UHNW investors. It culminated

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If you’re looking to grow by acquisition, or require additional capital to fund organic growth or as part of a refinancing, ReSolve can advise you on optimal sources of capital.  Our equity capital raising team will help you to prepare and access capital.

Find out more about Equity Advisory and Capital Raising

The significant investment constitutes a powerful acknowledgement of the outstanding progress made and milestones achieved since the IPO...

Chairman, International Company

Case Study

In early 2014, David Hill was engaged to work with the Chairman, the Founder and CEO and other key institutional shareholders of an international real estate investor to recommend an equity restructure to repay bank debt, invest in the current

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If you’re looking to restructure all or part of your business, ReSolve can help plan, source and direct finance or refinancing for the short and longer-term business needs. We bring our independent perspective and experience to make effective and high-impact changes to your business structure and models.

Find out more about Debt Advisory and Restructuring

Our experience of ReSolve has been consistently excellent. We have always found their work to be of a high standard, backed by common sense and highly commercial advice. They show professionalism in striving to achieve the right outcome for all stakeholders. I would recommend them to anyone.

Director, National Asset Based Lender

Case Study

Orbital Sound Ltd is an audio-visual equipment hire and sales company based in London. ReSolve was introduced to Orbital by the Company’s solicitor. They had suffered in recent years due to a poor investment in a US subsidiary which had

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If you’re looking to grow by acquisition or in need of additional capital to fund a breakthrough strategy for organic growth, ReSolve can open the door. Our partner-backed mid-cap investment fund can be accessed directly or we can co-ordinate introductions to a wider set of third party specialist lenders and investors.

Find out more about Partner-backed Investment Fund

ReSolve immediately understood our business and the issues we faced and then worked tirelessly to ensure the transaction completed quickly so we can now focus on our clients growing needs.

Managing Director of a company in the Entertainment sector

Case Study

The board of directors of a group of companies brought in ReSolve for advice on raising  finance.  Their group of companies were operating as an exclusive hospitality and events management business specialising in the creation of bespoke, unique experiences at

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The many meanings of ‘restructuring’ – 5 ways to make it strategic, not tactical

This is not the first article to cast ‘restructuring’ as a strategic action and not as a familiar response to a need to cut costs in an organization. But of interest in our space, providing specialist corporate finance to the mid-cap sector, we are seeing and responding to a shift in the cycle of when clients are deploying our Advisory and Capital services.


Traditionally, ReSolve has been most active in businesses at the start of ‘the decline curve’, assisting with a new approach to launch them on a new phase. Partner Simon Fry, at the coal face of our client conversations,  has seen some interesting developments in sectors including leisure, retail, property, technology and healthcare where businesses are starting conversations much earlier in their life cycle (in either the ‘growth’ or ‘maturity’ phases).

In the earlier phases of a business cycle, with less time pressure for cash injection, more traditional, ‘vanilla’ financing models are often deployed. However, we are now being asked to look at more innovative approaches to debt or equity restructuring at this stage that Simon Fry calls  ‘early restructuring’. Here he outlines his top five identifiable triggers for early restructuring.


  • A change in stakeholder structure. We often see a new infectious injection of fresh thinking from a new key stakeholder. This does not necessarily need to be an executive board member. It could be a non-exec, or even a supplier or partner business who brings new ideas to the table. Being at the right place at the right time when that happens can make for very interesting deals.


  • Adapting to change. Every business needs to be adaptable to change, even the most successful business will at some point see a decline in revenue (remember Nokia phones ten years ago). With the general economic environment in a state of uncertainty, successful businesses will need to be open to the idea of new products or a change of direction of their services. If they don’t respond quickly enough they might find themselves struggling financially at a later date.


  • Brexit – sorry but it’s there. I’d love to not mention it but many conversations about future investment come down to interest rate discussion, the economic environment and the impact of Brexit. The transition window looks like being extensive so it makes the decision making around it mid-term rather than short-term, There are clear restructuring issues around investment and location being brought to the table as a consequence.


  • Sector attraction. There are times when we see cash looking for a home in a particular sector. It’s then often a case of ReSolve bringing parties together and creating the opportunities for a restructuring programme that leads to growth and development. We have seen this happen particularly in the TMT sector (Technology, Media and Telecoms).


  • New systems implementation. At the point where systems start to groan under the strain, mid-caps look around for what are increasingly cloud-based solutions to process issues. That often raises questions on investment which can stimulate a discussion on different financing options. If there is real capacity for growth then good returns can be made across stakeholders.

Of course it’s not a science but ReSolve is increasingly developing Advisory and Capital services seeking out successful mid-cap businesses which see value in a significant change in direction of their business. They are not waiting for distressed times to try it out.


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