Nas Advisory

Nas Advisory helps you find and execute the solutions available to you when it feels like there are none.

Accelerated M&A and non-core carve-out solutions for businesses facing critical situations, where specialist situational experience determines the outcome rather than process alone.

[ Contact us ] [ When to reach out ]
Westminster and the Thames, London

Nas Advisory is a senior-led special situations advisory firm that acts for whichever party has to move. Senior-led, in our case, means the person who tells you what your position is worth is the person who then goes out and tests it against the market. Where a mandate calls for tax, valuation, regulatory or local counsel input, we bring it in around a small core rather than staffing up in anticipation of it.

What We Do

When the runway is measured in weeks, a conventional raise will not land in time. We identify capital that can move at the pace the situation demands, whether that is in private credit, asset-backed facilities, shareholder support or a structured instrument that sits alongside existing debt.

Separating a business from the group it grew inside. We set the perimeter and work through the shared costs and service arrangements that make standalone numbers credible, then take the asset to buyers who can transact on the timetable in front of them.

A full sale process compressed into weeks. We approach a targeted buyer universe and run diligence at speed. A credible alternative stays live throughout, so the board is never negotiating against a single outcome.

For buyers. Diligence on a business under pressure is a different exercise from diligence on a healthy one, and the value often sits in what the seller cannot afford to argue about.

Undertaken before the situation starts dictating terms. Nas Advisory tests each route against the cash available and the time it would genuinely take to execute, then we set out what each would return to the parties with something at stake.

When to Reach Out

The funding position has moved against you

Liquidity problems announce themselves quietly, usually in the working capital cycle before they ever reach the covenant package.

  • A funding gap sits inside the next two quarters, and the existing lender group is not the answer
  • Your lender has moved the file to its restructuring or workout team, and the relationship manager you knew has been replaced

A route you were relying on has closed

The damage in these situations is rarely the withdrawal itself. It is that the deadline behind it stays exactly where it was.

  • An investor or acquirer has pulled out late and there is no second bidder in reserve
  • A refinancing has stalled and the incoming facility looks unlikely to fund on schedule

Part of the group is working against the rest

A single underperforming business can consume the attention and capital that the profitable side of the group needs to keep performing.

  • A division is absorbing management time out of all proportion to what it returns
  • Forecasts have been revised downward more than once, and the board wants an independent read before the next cycle

You are on the other side of the table

Pressure elsewhere in the market creates openings, but they close faster than a standard process can move.

  • A business under pressure has come to market and you need a view on structure before the window shuts
  • You are acquiring out of an insolvency process and want the risk mapped before you commit
Marina Bay, Singapore, at night

Earlier is better in every one of these cases. Not because pressure is fatal, but because each remaining week of runway is another option that stays open to you.

Case Studies

Project Portal

Accelerated M&A

Regional consumer brand

  • Cash cover had fallen below nine weeks, with an incumbent lender unwilling to extend the facility again
  • A conventional sale process would have taken six months, which the business did not have
  • Nas Advisory narrowed the buyer universe to parties with the balance sheet to move without external funding, then ran diligence on a compressed timetable
  • A parallel refinancing track was kept live so the board retained a position to negotiate from
  • Sale to a strategic buyer completed inside eleven weeks, with trade creditors settled in full

Project Willow

Carve-out

Listed manufacturer

  • A loss-making division was drawing capital away from a profitable core, with no standalone financial record and no separate management team
  • Shared services and group overhead had never been allocated, so the true cost of the business was unknown to the market
  • We rebuilt three years of standalone financials and set a perimeter that a buyer could actually operate
  • Transitional arrangements were agreed in advance, which removed the most common reason bids get re-traded
  • Divested to a specialist operator, releasing capital and removing an ongoing drag on group earnings

Project Nebula

Accelerated fundraising

Private healthcare group

  • A refinancing had stalled and the incoming facility was withdrawn weeks before drawdown
  • The sponsor was unwilling to inject further equity at the prevailing valuation
  • Nas Advisory approached private credit providers who could underwrite on asset value rather than trading history
  • Existing lender consents were negotiated in parallel rather than sequentially, saving several weeks
  • Replacement funding closed on terms the sponsor could support, with the platform kept intact

Details have been generalized and identifying information removed.

Contact Us

If any of the above describes where you are, and you have questions or comments, please contact us. We will tell you what we think is achievable and what is not, before either side commits to anything.

London

Bldg 3, 566 Chiswick Park, Chiswick, London, W4 5YA, United Kingdom

Singapore

380 Jln Besar, Singapore 209000

Phone

+44 20 3936 8173

Email

info@nas-advisory.com

Westminster and Big Ben, London