In a transaction the owner is usually outnumbered: the counterparty's advisers, the bank's advisers, the lawyers on both sides. Our practice puts a process owner on the owner's side, verifies the technical and commercial reality independently, and keeps the data room, the question log and the timetable in one hand, so that price and terms are negotiated from evidence rather than from the other side's memorandum.
Growth is treated with the same discipline. Market entry, a joint venture or a buy-and-build programme is scoped as a sequence of decisions with evidence attached: which partner, on what governance, with which reserved matters and what exit, before the first letter of intent rather than after it.