FROM THE TEAM AT

ALTITUDE ADVISORY / OPERATING & M&A

TWO PRACTICES. ONE BUSINESS IN VIEW.

Closer to
the business.
Clearer on
what comes next.

Operating support that scales with your needs. M&A perspective for the decisions that shape your next chapter.

Discover the two practices
One rising path from today’s business to the next moveNEXT MOVETODAY’S BUSINESS
01 / OPERATING02 / M&A
FOR PORTFOLIO COMPANIES. FOR BUSINESSES BEYOND THE PORTFOLIO.SCROLL TO EXPLORE ↓

THE ALTITUDE PERSPECTIVE

A business doesn’t stop
operating because
a transaction is ahead.

The work of running the company and the work of preparing its next chapter belong in the same conversation.

Altitude brings two advisory practices together: operating support that can scale up or down, and M&A advisory focused on the decisions and preparation around a transaction.

The relationship starts with the business. The scope follows what it needs.

01

Advisory, grounded in
the business.

02

A level of involvement
that fits the need.

03

Operating and ownership
perspectives, connected.

OUR PRACTICES

Different needs.
Connected thinking.

01

OPERATING
ADVISORY

The right support.
At the right depth.

Some businesses need help with a specific operating question. Others need a partner who stays involved. Operating advisory is designed to scale around that difference.

Define the work, the people involved, and the level of support before building the engagement. A focused assignment and a sustained operating relationship should each have a clear purpose.

AN ENGAGEMENT SHAPED AROUND

01.1

The operating need

What needs attention inside the business?

01.2

The level of involvement

Focused support or a continuing role?

01.3

The work to be done

A defined scope, with responsibilities agreed up front.

02

M&A
ADVISORY

Get the business ready.
Give the decision context.

A potential sale creates work long before the transaction itself. Information needs to be organized. Buyer questions need answers. The owner’s objectives need to remain in view.

Led by Lang Aston, the M&A practice brings a transaction perspective to that preparation. The role is defined around the business and the situation, including where a buyer is already identified.

A PRACTICAL TRANSACTION PERSPECTIVE

02.1

Sale preparation

Understand what needs to be ready for a process.

02.2

Information & coordination

Bring structure to requests, questions, and next steps.

02.3

A role that fits the situation

Agree the mandate and responsibilities for the engagement.

WORKING TOGETHER

The business sets the scope.
The scope sets the relationship.

Start with the question
in front of you.

A defined assignment may call for targeted support. A broader operating need may call for sustained involvement. A transaction brings its own requirements.

Choose a situation to see how the conversation could start.

01 / DEFINE THE ASSIGNMENT

A focused need.
A clear assignment.

Start with the operating question. Define the work, the right people to involve, and the point at which the assignment is complete.

STARTING POINTA specific business need.

A POTENTIAL EXTENSION OF OPERATING SUPPORT

A clearer financial view.
A more useful conversation.

Managed financial planning and analysis is one service direction under consideration: reporting, planning, and cash visibility that help management look ahead.

It connects to the same operating question: what information would help the business make its next decision?

Service scope and delivery model are still being developed.

WHO THE RELATIONSHIP IS FOR

Inside the portfolio.
Beyond it.

An advisory practice for companies Altitude already knows, and businesses coming to the team for dedicated support.

Business owners & leadership teamsPortfolio companiesPhysician groups & healthcare businesses

BEGIN WITH YOUR BUSINESS

What needs
to move forward?

An operating need. A possible sale.
A question about the right next step.