Thunder

Our Process

From a consequential decision to a completed transaction.

Thunder helps founders, boards, and investors determine the right path, assemble the resources the transaction requires, and carry it through to closing.

We begin with the desired outcome, not with a predetermined product or transaction.

Stage 1 · Introduction

Thunder enters when a consequential decision is approaching.

The introduction typically comes from an investor, board member, founder, or trusted advisor.

The company may be considering growth capital, shareholder liquidity, a recapitalization, an acquisition, a strategic sale, or simply trying to understand what options are realistically available.

Stage 2 · Alignment

We align with management on what success actually means.

Before recommending a transaction, Thunder works with management and existing stakeholders to clarify the desired outcome and the constraints around it.

Growth Liquidity Control Valuation Timing Risk Management’s future role Investor objectives
A transaction is only useful if it solves the actual problem.

Stage 3 · Options

The right answer is determined before a process begins.

All three are legitimate outcomes.

Continue building

Remain independent, improve performance, and revisit the market when the company is better positioned.

Raise or recapitalize

Bring in debt or equity, create partial liquidity, reset the capital structure, or fund the next stage of growth.

Pursue a strategic transaction

Run an acquisition, merger, majority investment, or sale process.

Example execution path

Sometimes the correct recommendation is not to transact. Thunder should reach that conclusion before the company spends months in an avoidable process.

Stage 4 · Architecture

Once the path is selected, we build the transaction around it.

Thunder prepares the company, structures the economics, defines the market strategy, identifies likely counterparties, and resolves the issues most likely to prevent a close.

  • Financial and KPI preparation
  • Positioning and transaction narrative
  • Valuation and structure
  • Capital stack and use of proceeds
  • Shareholder and management alignment
  • Buyer or investor targeting
  • Diligence readiness
  • Negotiation strategy

Stage 5 · Resources

The solution may require more than an advisor and a source of capital.

The right team is assembled around the transaction, not the other way around.

The resources are selected around the transaction. The transaction is not forced around the resources already in the room.

Stage 6 · Execution

Thunder carries the process from preparation through closing.

Thunder manages positioning, outreach, management preparation, counterparty communication, diligence, competitive tension, transaction structure, and negotiation.

Prepare Target Approach Qualify Negotiate Diligence Document Fund
Interest is not the objective. A signed and funded transaction is.

Stage 7 · Outcome

A successful transaction has to work for every critical stakeholder.

Three sets of interests have to be satisfied at once.

Existing investors

A credible path to liquidity, return of capital, or improved ownership economics.

Founders and management

An outcome that reflects their objectives, future role, risk tolerance, and what they have built.

New investors or acquirers

A transaction with understandable economics, a clear strategic thesis, and an executable plan for creating value.

Thunder’s role is to bring these interests into a structure that can be agreed, financed, and completed.

Start with the decision

You do not need to know the transaction. You need to know the outcome you are trying to create.

Bring us the company, the situation, and the competing priorities. We will help determine whether there is a credible path forward and what it would require.

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