Growth can be fueled in many different ways

Truly game-changing growth strategies require significant capital and out-of-the-box thinking.

We see your entrepreneurial spark and are moved to ignite your potential through our direct lending and buy-side advisory work.

Need growth financing, but your bank cannot provide (any or enough) capital?

Ambitious growth plans typically need fresh capital to support them, to make new hires, buy equipment, support channel partners, etc. Traditional lenders can only provide so much fuel, and only the account managers who know what they’re doing can truly make a difference.

Trying to clean up your shareholder base?

It may be that differences in the vision each shareholder has for the business are arising. Or, a few shareholders are getting older and want to cash out. Whatever the reason, the buy-out of existing shareholders is often tricky and sensitive.

Wanting to buy the business you operate from its existing shareholders?

You are a top executive, perhaps with a stake in the business you currently run. Existing shareholders may be retiring, or looking to move on to other endeavours. How do you buy their shares, and gain control?

Raising equity, but want to reduce the impact of dilution?

Institutional equity in Canada is picky—if you can raise it, you have built a promising business. But it is very expensive in the long-term, because you had to give a substantial portion of the business up, and you had to yield some strategic direction to a new partner.

Looking to acquire a competitor(s) and need capital?

You have identified an interesting target, maybe you’ve already made a verbal offer or provided a letter of intent. How you finance the acquisition is a strategically important question – done wrong, it can hamper your business for some time.

You see an opportunity to consolidate your industry?

You have reached a meaningful size, and have become a known player in your space, which is fragmented. You have substantial financial resources, and plan to put them to good use by acquiring smaller competitors. In short, you’re rolling up your industry ahead of an exit in 5+ years. Great plan, but do you have the time to identify, connect with, negotiate and due diligence potentially hundreds of targets?

Refinancing appears to be possible, and want to get the right deal?

The light is getting brighter at the end of a turnaround, or you had to swallow a tough financing structure to consummate a critical acquisition. Whatever the situation, it may be time to consider refinancing unfavourable debt that was right at the time, but isn’t appropriate anymore given the strength of your business.

Market Insights
From the archives: April 2020

Leadership during the COVID pandemic in the Canadian mid-market: a virtual roundtable of owners.
COVID-19 has upended billions of people’s lives. The economic damage is already significant and far-reaching. In Canada, mid-market business owners are deeply concerned about…

Read Full Report
Case Studies

Last Call Analytics
Last Call Analytics has developed a frontline sales analytics and visualization platform for the beverage and alcohol industry. FirePower invested Gap Debt as a way to bridge them to a Series-A financing.

Read Full Case Study

Corrosion Service
One of three equal shareholders of Corrosion Service, an infrastructure services company, approached FirePower, seeking to buy out the other two. Although this was a highly sensitive situation, we were able to structure a deal that led to a successful close.

Read Full Case Study

F12.net
F12.net, a leading Canadian Managed Service Provider (MSP), was executing on a roll-up acquisition strategy. The FirePower team built a comprehensive target list and crafted a story emphasizing F12’s corporate culture, growth and financial strength.  Of the potential targets, Apps on Tap represented an exciting synergistic addition for F12. With FirePower’s support, F12 acquired Apps on Tap in May 2018.

Read Full Case Study
FirePower's M&A Advisory team helped us to convey the strong growth story that was Versature, showcasing our people, processes, numbers and metrics. They built a worldwide list of potential acquirers and through diligent effort surfaced a strong US buyer for Versature. Alan and the team were a great source of expertise and experience during our negotiations.  The team's execution was impressive, guiding us through the process to a successful close just 90 days after signing the LOI.
Paul Emond, CEO, Versature