Founders & growth companies
Connect market opportunity, unit economics, runway and milestones to the capital required for the next stage.
Portugal / Corporate Fundraising
Raising Capital, Building Partnerships
For business owners looking to finance their next stage. Portus provides business advisory and introduces companies to independent funds and fund managers.
For business owners
Looking for investment for your company?
Tell us what you want to finance, how much capital you need and when. We start with a short brief, with no documents needed at this stage.
Capital readiness and execution
Give capital providers a case they can underwrite.
Investors need a credible route to value. Lenders need a credible route to repayment. We turn your growth plan into a financial and commercial proposition that answers both.
Established businesses
Finance capacity, acquisitions, international expansion or refinancing with a clear view of cash generation and debt capacity.
Sponsors & management teams
Build the financing case for a transaction, project or investment platform, with ownership and execution responsibilities aligned.
Capital structure first
The right capital for the next stage.
The funding route shapes ownership, cash flow and strategic flexibility. We compare the options before taking the business to market.
Capital for growth, with ownership at the table.
Where it can fit
Expansion, acquisitions, new markets or a business whose investment needs run ahead of near-term cash generation.
What we test
Valuation, dilution, control rights, investor involvement, follow-on funding and the route to an eventual exit.
What we prepare
Investment case, integrated financial model, cap table, investor presentation and a disciplined data room.
What you receive
The full capital-raising workstream.
From the first financial model to the final commercial discussion, we prepare the material, organise the process and keep the financing objective in view.
01
Capital-readiness diagnosis
Assess financial information, funding needs, ownership, management capacity and the gaps that could delay or weaken a raise.
02
Integrated model and funding plan
Connect profit and loss, balance sheet and cash flow to sources and uses, debt service, dilution and downside scenarios.
03
Investor and lender materials
Prepare a concise teaser, presentation and financial narrative, supported by a structured data room and consistent operating evidence.
04
Targeting and engagement
Build a counterparty list around sector, stage, ticket, instrument and geography. Coordinate introductions, information requests and follow-up.
05
Term-sheet and execution support
Compare valuation, covenants, security, control rights and conditions. Coordinate diligence and the timetable towards documentation and funding.
From first discussion to execution
How an engagement works
Diagnose
Agree the funding objective, information required, readiness gaps and the scope of the mandate.
Prepare
Build the model, capital structure, materials and data room before launching targeted discussions.
Engage
Approach aligned investors or lenders, manage questions and develop the most relevant conversations.
Execute
Compare terms, coordinate diligence and progress the agreed financing through the closing workstreams.
Illustrative mandate
A €3m expansion. One connected capital plan.
A Portuguese manufacturer wants to expand capacity and enter a new market. The brief is to fund equipment, the working-capital cycle and launch costs without stretching the balance sheet beyond the business's repayment capacity.
We build the operating and cash-flow model, size the equity and debt requirement, test a slower ramp-up and prepare the information investors and lenders need to assess the plan.
Illustrative allocation, not financing secured or a proposed offer. Actual terms and capital mix depend on the business, diligence and counterparties.
Both sides total €3.0m
Sources
Equity€1.2m
Debt€1.8m
Uses
Equipment€2.0m
Working capital€0.6m
Market launch€0.4m
If a guarantee-backed facility is appropriate, the guarantee supports the debt shown above. It is not counted again as a source of funds.
Which capital makes sense for your business?
Grow, acquire a business or change shareholders. Discover what matters in each option.
Which capital makes sense for your business?
Grow, acquire a business or change shareholders. Discover what matters in each option.
Your answers stay in this journey until you choose to use them in the form.
Where capital goes
Choose the answers for this step. If you do not know yet, select that option.
Two sides of one transaction | Hypothetical case
My shareholder wants to leave, but the business needs to keep investing
See how €3 million can fund growth and a shareholder exit. Compare priorities and perspectives.
Two sides of one transaction | Hypothetical case
My shareholder wants to leave, but the business needs to keep investing
See how €3 million can fund growth and a shareholder exit. Compare priorities and perspectives.
Imagine a business that wants to invest €1.6 million, has €1 million of debt and needs to pay €900,000 to an exiting shareholder. In this hypothetical example, a new shareholder brings €3 million to fund the three goals. This capital is not a new loan; the investor’s stake is a separate negotiation.
Amount to allocate
€3,000,000
Invest in the business
€1,600,000
53.3%
Pay sellers
€900,000
30%
Pay creditors
€500,000
16.7%
What this choice makes possible
A €3 million transaction pays the exiting shareholder, funds the €1.6 million investment budget and repays €500,000 of debt. The business retains its growth plan and gains cash headroom.
How will the €1.6 million investment translate into capacity, customers or productivity?
To support the conversation: Investment plan and budget, accounts and cash forecast, stake price and debt schedule.
Cash headroom changes too
Cash before debt: €500,000 per year. Debt payments after the transaction: €100,000 per year.
Before the transaction€300,000
After the transaction€400,000
The line marks zero. The chart excludes seller payments in year 2.
Example assumptions and calculation limits
Initial annual debt payments are €200,000. After repayments they scale proportionally with remaining debt: €100,000 or €40,000. These are original example assumptions and do not imply available terms. Cash before debt is €500,000 in the base case and €250,000 in the downside, after recurring investment, tax and working capital. The transaction funds the new investment; no immediate return is assumed. Year 2 holds cash generation constant. The accumulated balance assumes all year-1 headroom is retained, without interest on balances, distributions or other uses. Transaction costs, penalties and commercial changes are not calculated.
The acquired stake, board and reserved decisions require a separate negotiation. The uses of funds do not determine who controls the business.
Capital and decisions
Selling a minority: what changes in my company?
Keeping most of the shares does not settle every decision. See what is worth discussing with a new shareholder.
Capital and decisions
Selling a minority: what changes in my company?
Keeping most of the shares does not settle every decision. See what is worth discussing with a new shareholder.
Explore new equity without assuming you have already chosen that route. The stake sold, board seats and shared decisions are three different parts of the negotiation.
Tell us about your company
A few lines are enough. No documents are needed at this stage.
We make an initial assessment of the company and its funding needs. If there is a fit for business advisory or an introduction to independent funds and fund managers, we will contact you to define the next step.