Strategic Advisory:
Engagements & Capabilities

Client Archetype

A Singapore-headquartered horizontal B2B SaaS company, ~SGD 4M ARR, 18 months post-Series A. Strong product, broad ICP, declining sales efficiency: CAC payback had drifted from 14 to 28 months over four quarters. Founder-led sales team of six with no formal segmentation, channel mix, or playbook.

The Situation

The board had asked the founder to either explain the deteriorating efficiency or fix it before the next funding cycle. The team had been running a single horizontal GTM motion across three poorly differentiated segments. Specifically:

• ●ICP defined at the product level, not at the buying-committee level — sales cycles varied 60–240 days with no predictability.
• ●Pricing built bottom-up from cost; no segment-level willingness-to-pay analysis.
• ●Outbound, content, and partner channels run in parallel with no attribution discipline; spend allocation defaulted to last quarter's plan.
• ●No defined sales motion (PLG vs. SLG vs. hybrid); reps improvised per deal.
• ●Customer expansion handled by the same AEs who closed new logos — net revenue retention drifting below 100%.

The Approach

An 8-week diagnostic and reset structured in three phases:

The Outcome

Engagements of this type typically deliver:

• ●Clear ICP and segmentation that the entire commercial team operates from.
• ●Channel mix re-allocated to evidence-based productivity, not historic inertia.
• ●CAC payback compression of 30–50% within 9–12 months as the new motion compounds.
• ●Net revenue retention recovery as expansion is owned by a dedicated motion.
• ●Board-ready GTM narrative for the next funding cycle.

Client Archetype

A Singapore-headquartered B2B healthtech company, Series A-funded ~24 months prior, ~SGD 8M ARR, planning a USD 18–25M Series B raise within 6 months. Founder had run the Series A through warm intros and an early-stage fund; institutional Series B process was unfamiliar.

The Situation

The founder recognised that the Series A artefacts and narrative would not survive institutional Series B diligence. The CFO hire had not yet landed and existing materials were a mix of board decks, pitch decks, and ad-hoc analyses. Specifically:

• ●Financial model was a static snapshot — no scenario logic, no driver-based forecasting, no variance bridge.
• ●Cohort and unit economics existed in fragments across multiple analyses with inconsistent definitions.
• ●Narrative arc shifted between founder, investor deck, and board pack.
• ●Data room from Series A was stale, badly indexed, and missing 60% of what an institutional fund would expect.
• ●Founder had no structured view of fund landscape, partner mapping, or process choreography.

The Approach

A 10-week readiness engagement covering narrative, model, data room, and process:

The Outcome

Fundraising Readiness engagements of this type typically deliver:

• ●Investor-grade narrative, model, and data room ready before first partner meeting.
• ●Founder confident and prepared for institutional process choreography.
• ●Diligence cycle compression: well-prepared founders typically move from term sheet to close 30–50% faster.
• ●Defensible valuation anchoring informed by comparable transaction analysis.
• ●Founder runs and owns the process — Nirji is preparation and counsel, not placement.

Process Support

• ●On-call counsel through the live process (typically 12–16 weeks).
• ●Term sheet review and negotiation preparation.
• ●Closing diligence coordination support.
• ●We do not solicit investors, make introductions, or act as placement agent — investor outreach is regulated activity in Singapore for which we are not licensed.

Client Archetype

A 70-year-old family-owned consumer brand operating across India, UAE, and Singapore, undergoing generational leadership transition. Incoming CEO (a returning family member) sought senior external counsel for the first 18 months of stewardship — strategy, board governance, and capital allocation.

The Situation

The incoming CEO inherited a profitable but slowing business with a board composed entirely of family members and long-tenured operators. Strategic clarity, capital allocation discipline, and external pattern-recognition were the explicit gaps. Specifically:

• ●No formal capital allocation framework — reinvestment decisions made by precedent.
• ●Three-country operating model with no shared KPI vocabulary across geographies.
• ●Acquisition opportunities arriving sporadically with no structured evaluation framework.
• ●Family board needed external voice to challenge consensus on strategy and succession.
• ●No structured decision-quality review on prior major bets (last decade).

The Approach

An 18-month retainer structured around four recurring touchpoints per quarter:

The Outcome

Senior Counsel retainers of this type typically deliver:

• ●Decision quality lift: structured framing applied to every major strategic call.
• ●Board governance maturation — agendas anchored to decisions, not status updates.
• ●Capital allocation discipline: explicit ROIC framework replaces precedent.
• ●External pattern-recognition: comparable situations from cross-border practice surfaced in real time.
• ●CEO confidence and bandwidth preserved through the transition.