100-day post-acquisition plan
The fund has closed and needs execution discipline in place before management settles in.
Diagnosis, priorities, KPIs and a reporting rhythm to the investor.
Engagements
Ongoing advisory, defined mandates, critical situations.
A continuing relationship, a mandate with defined scope, or an intervention in a critical situation. Scope and fees are agreed privately.
01 — Continuing relationship
Private Advisory Mandate
The core of the Private Office: a continuing relationship of personal, business, wealth and family advisory.
Regular meetings, direct access to the advisor, follow-through on decisions, periodic review of priorities and coordination of everyone involved. Preferably with an annual commitment.
02 — Scope, timeline and result
Special Mandates
Strategic projects with objectives, timeline and indicators agreed in writing, led by João Oliveira alongside the shareholders, the board and management. The degree of responsibility for execution depends on the authority, resources and contractual scope granted.
The mandates below are examples: each mandate is designed around the situation.
Portfolio company behind the investment case
Two or three quarters below plan, and the board has lost confidence in the numbers.
Independent reading, recovery plan and follow-through with direct reporting to the investor.
Operational exit readiness
A sale is 12–18 months away and the company is not ready: opaque margins, dependencies, an incomplete team.
Operations and reporting put in order, the operational equity story built. The transaction itself follows under a separate mandate.
Acquisition integration or carve-out
Two companies running in parallel, or a business unit to be separated.
Design and delivery of the integration or separation: operations, systems, teams, synergies.
Entry into a new European market
The group wants France, Switzerland or Benelux and has no local network or reading.
Entry model, structure, first clients and partners, local leadership.
Professionalising a family business
The company has grown, management still sits with the founder and succession is approaching.
Governance, management structure, reporting and preparation of the transition.
Payments and monetisation model
Transaction volume losing margin to fees, or payments to be built into the product.
Review of acceptance costs, payment architecture and negotiation with acquirers and PSPs — with the experience of someone who has run payment operations in European banks and groups.
03 — Executive intervention
Critical Situations
Direct support to the board and the shareholders when a critical situation threatens control, performance or continuity and demands immediate decisions.
Stabilise
Establish what is really happening, protect what matters and restore a decision rhythm.
Decide
Structure the options and their consequences, align the board and shareholders, decide in the right order.
Execute
Coordinate the response and the recovery plan, with clear owners and a fixed cadence.
Leadership crisis · Shareholder or governance deadlock · Operational crisis · Severe financial pressure · Critical negotiation. It begins with a short, confidential assessment and, where appropriate, continues as a stabilisation or recovery mandate.
04 — Process
How every engagement unfolds.
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01
Private meeting
A confidential conversation to understand the situation and the needs.
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02
Defining the mandate
Scope, responsibilities and terms agreed in writing.
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03
Strategic analysis
An independent reading of the situation and its priorities.
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04
Direct advisory
Personal follow-through on decisions, led by João Oliveira.
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05
Coordination
The right specialists brought in, with clear responsibilities.
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06
Periodic review
Priorities, actions and results reviewed regularly.
Private Enquiries
Request a private meeting
The form of engagement is defined after the first meeting.
Every relationship begins with a private meeting.