We are a financial, investment and business advisory firm working with private businesses doing up to AUD $300M and the family offices that capitalise them. Because we are focused on transactions, we only provide advice where a future funding, investment or M&A outcome is likely — so we do not bill for hours for the sake of billing for hours.
Whether the goal is to expand, protect what you have built, or prepare for a future transaction, the corporate structure is the single most decisive choice an owner makes. It sets the ceiling on borrowing, the floor on tax, the cleanliness of an eventual sale, and the resilience of the business if something goes wrong.
We make clients eligible for government and competitive grants in cases where, on the face of it, they would not be. Because of our depth in R&D and competitive grant programs — and our work with four specialist grant consultants — we can structure a business so the money on the table actually reaches it.
How a business holds and deploys capital — debt, equity, hybrids — is an artform few practise well. Paired with our structuring work, we help owners maximise what they can raise from both traditional and non-traditional sources, and we engineer the instruments that make the deal work.
We provide the funding certainty most advisers cannot. Because we have spent years building relationships with family offices, wholesale funds and private equity groups, we can engineer unconventional capital solutions and source capital that brokers simply do not have access to.
Exit readiness is the discipline of putting the business in a position of strength from day one, so that when the sale comes — three, five or ten years away — it is a high-conviction transaction rather than a fire-sale. Most owners are consumed by the day-to-day and forget that, eventually, the business will need to be sold. That oversight costs millions.
Because we work alongside private equity buyers, we know what they look for, and we “dress the bride” — sometimes years in advance — so the corporate hygiene is unimpeachable when the diligence pack lands.
A material part of the value we deliver is the network of operators and investors we sit at the centre of. When the work is the right fit, we introduce clients to one another — to compound revenue, deal-flow and judgement that none of them would have on their own.
Look for joint-venture and revenue opportunities between you and the rest of our client base.
Open the door to our network — for capital, customers or specialist counsel — when it serves you.
Quarterly dinners with other founders to compare notes — the wins, the losses, the trades worth making.
Be the call you make when something hard lands on the desk.
“Business advisory needs to be tied to the long-term success of the client — because the long term is where the upside lives for everyone in the room.”
We work with private clients up to AUD $300M and with the family offices that fund them. The pattern recognition that comes from operating at that altitude — across industries — is what compounds into the advice we give you. Our learning is ongoing, and with it the solutions we can engineer for your business.
We do not work in isolation. We coordinate four specialist grant consultants, wholesale funds, family offices and private equity groups. That breadth means we can bring solutions to your problem that a traditional adviser, working alone, cannot.
Advisory is not our main source of revenue — transactions and investments are. That is on purpose. It means we will never recommend work that doesn't lead somewhere, and we will never bill for hours that don't move you forward. Our incentives are tied to your outcome.
Typical scenarios include starting a new business, rapid growth, turnaround, cashflow pressure, protecting assets, divesting business arms, raising capital, or preparing to sell. In practice, the earlier the better — the structural decisions that protect a sale or a raise are usually made years in advance.
Consultants tend to provide thematic advice without a deliverable. Advisers — particularly licensed or accredited ones — have a core deliverable alongside the advice: an accountant sets up the trust, a lawyer files the matter, Structure Me designs the corporate architecture and sources the capital that the advice depends on.
Two things: holistic judgement and a real network. A good adviser sees how an answer in one area — structure, tax, capital, governance — ripples into the others. A great adviser brings a network of family offices, wholesale funds, private equity and specialist counsel that can convert advice into outcomes the owner could not reach alone.
Anyone can collect a degree, a few years of experience and a business card. Far fewer have raised capital, run a restructure, and engineered new financial products to get a client out of trouble. That is what real advisory looks like.
To help the owner make the decisions that compound over time — about structure, capital, partners and exit — and to translate those decisions into implemented architecture. Specialists who only see one column of the business often miss how their advice impacts the others. The role of a good adviser is to hold the whole picture.
A business adviser focuses on the technical — finance, structure, legal, governance, capital. A business coach focuses on the psychology of the operator. Structure Me sits firmly on the technical side, while introducing founders to a network of family offices and operators that shifts the psychology of what is possible.
We specialise in corporate structures for private businesses, corporate finance, debt and equity instrument design, shareholder negotiations and the sourcing of traditional and non-traditional capital. We treat the client's business as our own and stay on the field until the architecture is built, the capital is in, and the outcome is delivered.
Whether you are planning a capital raise, contemplating sale, or simply re-thinking how the business is held — start with a confidential introduction. There is no obligation, and no second party in the room.