Capital to grow without selling a piece of your company.
Credit deals designed case by case, whether to expand, reorganize debt already on the books or fund working capital. We handle the analysis, the deal design and the negotiation with banks, funds and investors through to signing.
There comes a point when the company's plan asks for more than off-the-shelf credit can deliver. What solves it is a deal built for the case, with the term, the collateral and the instrument drawn from how the business actually runs. The difference shows up in the cost and, above all, in how much room is left after the monthly payment.
On the other side of this market sit banks, credit funds and investors who look at one company at a time, each with an appetite for a particular kind of risk. They all want to understand the same thing: where the cash that repays the debt comes from. The work is to put the company into numbers that hold up in that conversation and take the deal to the lenders with real appetite for it. If credit has always meant a talk with your account manager, this territory feels far away. With the information in order and a clear case, it comes within reach.
The rate is settled in one meeting. The term and the collateral stay with the company for years.
When this route makes sense
The investment is bigger than the limit you have
The new plant, the move into another state: the project is ready on paper and the credit available today covers only part of it, or covers all of it at a cost that eats the return. A well-designed deal gives the project the time it needs to pay for itself.
Debt taken on in a bad year
Reprofiling means renegotiating the term, cost and collateral of debt already on the books. Loans taken during a squeeze tend to carry short schedules and heavy collateral, terms that made sense back then and get in the way now. They can be reorganized to fit the cash the business generates today.
Working capital that eats your cash
Selling more takes bigger inventory and longer payment terms for customers. When growth tightens cash instead of freeing it, there is usually a mismatch between when the company pays and when it gets paid. A working-capital structure with the right term gives the operation room to breathe.
Growth without giving up ownership
Some projects justify bringing in a new shareholder. Many do not. Structured credit funds the growth and leaves the company in the hands of the people already running it, which makes it a concrete alternative to raising equity, that is, selling a stake in the business.
Collateral sitting idle on the balance sheet
Real estate, receivables and long-term contracts carry value that traditional credit does not always see. Tied properly into a structure, those same assets support deals on better cost and term.
An acquisition on the horizon
Paying cash for another company is rarely the best use of it. A debt structure can fund part of the price and keep cash free for the integration — which is where an acquisition usually gets hard. As an M&A house, we look at the purchase and its financing at the same table.
How the deal gets built
Reading the numbers
We start with the numbers: how much debt the cash flow can carry, what collateral exists and where the company stands. That reading sets how much to raise and at what cost it is worth raising. Without it, any credit proposal is a guess.
Designing the deal
This is where the instrument, the repayment term that tracks cash generation and the collateral package get decided. A good structure protects the company for all the years the debt sits on the balance sheet, and signing day is the easiest of them.
Taking it to market
We take the deal to the lenders that fit the company's size and industry: banks, credit funds, investors. The list is short and put together with you. Each one signs a confidentiality agreement before seeing a single number.
Negotiation and contract
We negotiate rate, term and covenants, the obligations the lender writes into the contract, such as leverage limits or a minimum cash balance. A badly calibrated covenant goes unnoticed at signing and collects the bill years later. We stay at the table through closing and explain every clause before you sign.
A debt contract is read once and lived with for years.
What we deliver
How much debt the company can carry
A straight read on what the cash flow supports, backed by which collateral and over what term. You reach any negotiation knowing your own position.
The deal design, on paper
Instrument, term, collateral and the reasoning behind each choice, all documented. It is the material that carries the conversation with any lender.
The right doors opened
Direct introductions to banks, funds and investors that fit the deal, always under a confidentiality agreement and at the pace you set.
The negotiation run at your side
You do not sit across from the lender alone. On the other side is someone who negotiates credit every day; on yours, someone who does the same.
Partners at the table
Partners with more than 20 years of experience run the work from beginning to end. The person who analyzed the deal is the person who sits down to negotiate it.
Felipe Machado
Founding Partner & CEO
Daniel Miecznikowski
Partner, Diligence & Tax Director
William Júlio de Oliveira
Partner, M&A Legal Director
Who finds out that the company is looking for money?
Only the people you authorize. Before any contact is made, we build the list of lenders to be approached together with you, and you approve it name by name; anyone outside that list receives nothing. The opening material goes out without identifying the company, and each lender signs a confidentiality agreement before seeing a single number. Inside your own company, the work usually involves you and whoever runs finance — nobody else needs to be told.
How is this different from a regular bank loan?
With an off-the-shelf product, the company fits itself into what already exists: standard term, standard collateral. In a structured deal, term and collateral come out of the business's own cash flow and are negotiated, when it makes sense, with more than one lender at the same time. The difference usually shows up in the cost, and it shows up most in how much room the contract leaves you to run the company. For a small, one-off need, the credit line at your relationship bank does the job and does it faster.
Will I have to give a personal guarantee?
That gets settled at the design stage, which is one of the reasons the stage exists. The package is built first from the company's own assets: receivables, real estate, contracts. Personal guarantees are asked for often in this market, and when one comes in, what gets negotiated is its size and how long it stays in place. Whatever personal assets can be kept out, the structure keeps out. Whatever cannot, you know before you sign.
What are covenants, and why should I care about them?
Covenants are the obligations the contract puts on the company for as long as the debt exists. Some are informational, like sending financial statements every quarter. Others lock decisions down: leverage limits, a minimum cash balance, restrictions on distributing profit or buying another company without the lender's consent. Trouble shows up when a tight number is accepted on signing day, with everything running well, and halfway through the contract the company finds itself blocked from the very move it needs to make. Negotiating slack into those limits is part of the job, and it is a much harder conversation once the contract is signed.
What if the plan changes after the debt is already in place?
It does change. Projects run late. An opportunity nobody planned for shows up. That is why the design carries some slack from the start: a grace period at the beginning and room to prepay when cash allows. When the change is big, the way out is usually to sit down with the lender again, and the right moment for that is before any clause is breached, because a contract in good standing is what gives you room to negotiate. We stay available after signing for exactly that conversation.
Why Evolua Capital?
Because the people designing your debt spend the rest of their time buying and selling companies. That changes what they look at. A credit deal touches the corporate structure, the tax bill and what happens to the company in a future succession or sale, and those subjects sit in-house, in Grupo Evolua's Tax, Corporate, Succession and Strategic Finance practices. Then there is the simplest part of it: we sit on your side of the table and stay on the deal with you until it closes.
Bring the project and whatever numbers you already have. The first conversation is with one of the partners, and it stays between us.
Other services
Mergers & Acquisitions
Advisory for selling or buying companies, from the first diagnosis through to signing. We run competitive processes, built to protect confidentiality and defend the price.
Business Valuation
A technical appraisal of what the company is worth, built from the numbers of the operation and from market evidence. The basis for selling, planning succession, bringing in a partner or settling a shareholder dispute.