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Rash decisions can end up haunting companies later on in the growth journey.

Sponsored: This article is published in collaboration with Deloitte.

How should we raise capital? Should we go to venture funds or business angels? And should we seek equity or debt financing? A lot of questions usually arise when a fast-growing company needs to raise capital.

This is why it is important to get the right independent advice. Especially in the critical scaling phase, where poor preparation and hasty decisions can leave their mark on the organisation several years later. This is the view of Deloitte, which since 2017 has specialized in advising growth companies on their growth journeys.

“Advising Maersk is not the same as advising a small IT company. Startups and scaleups have a much greater need to take a pragmatic approach. As an advisor, you have to be able to navigate this and get the company to ask themselves: What do we need to have in place as a minimum and how should we prioritise all the good ideas?” Says Mads Fauerskov, Partner at Deloitte Fast Growing Companies.

Mads Fauerskov Partner at Deloitte Fast Growing Companies

Over the years, Deloitte has built up and specialised through a dedicated department for growth companies. Here, Deloitte Fast Growing Companies has a total of 66 experts advising on both accounting tax, and starting up in new markets. However, it is just as much when companies need to raise capital that Deloitte adds value.

“Clients today are looking for much more than just an accountant and an annual report once a year”

“We help our clients to build the finance function to support growth. This can be anything from the startup of markets and warrant programmes, for advice in raising capital. Clients today are looking for much more than just an accountant and an annual report once a year. They want an adviser who is close by and has been there and done it before. We try to have all the necessary services to support the client throughout the growth journey,” explains Mads Fauerskov.

Investor confidence

Raising capital is not something you should do with your eyes closed. If the valuation becomes unrealistic or misses the expected turnover, it can ultimately damage the credibility of the company.

“Many clients come with the idea of raising, for example ten million, and when they leave here, they may only need to collect eight million. Or, conversely, they need to collect more than originally intended. It is very important to get a sober overview of how to structure the level of capital,” says Mads Fauerskov.

That is why Deloitte often builds the company’s business model in Excel. A good excel model simulates balance sheet, liquidity, bank debt, the most important KPIs, such as ARR, MRR, CaC, LtV. Even shifts in VAT payments are taken into account. All in all, to ensure that everyone has a realistic picture of what the growth entails in terms of capital requirements.

“If the owners give up too many shares in the beginning, it can become a shackle that they carry with them far into the future”

“A financial model is very important when raising capital so that the exact capital needs are known. Almost every time we advise, we deliver an eye-opener. If the owners give up too many shares in the beginning, it can become a shackle that they carry with them far into the future,” says Fauerskov.

Impartial counselling

Regardless of who you turn to when fundraising, be it the venture fund, the bank or current investors, most actors have a vested interest or hope for a particular outcome. So who do you listen to?

“Our first task is to consider: What is best for the company? The fact that we are neither founders, the bank or the investors is the most important argument in favour of our impartiality. We advise with the general rule that what is best for the company is best for everyone,” explains the Deloitte partner.

Although the capital market looks difficult for many at the moment, funds are still available. But the requirements for growth companies are evolving.

“It has become essential to have a sustainable business model that can survive without funding”

“It has become essential to have a sustainable business model that can survive without funding. Companies need to show that they can survive even if they don’t get new capital,” says Mads Fauerskov and continues:

“This is why it is particularly important to have a partner who dares to say the difficult things. For example, that the company should not raise more funds from current investors or the debt factor is not at the right level. You can thus benefit greatly from having an adviser who only has in mind that things are put together correctly.”