Mattingly & Company offers two clear ways to begin: define and rank the companies, investors, partners, or family offices that matter — or prepare leadership and pursue the right capital relationships once that field is defined. Experienced counsel supports both.
If the question is who belongs in the field, begin with intelligence. If the field is sufficiently defined and the question is how to prepare for and pursue the right capital relationship, begin with access.
Use this when leadership still needs to know who matters. We define the criteria, build and resolve the relevant universe, then profile and rank the companies, acquisition targets, investors, partners, or family offices that fit.
Where it ends: a ranked field, the rationale and evidence behind it, material uncertainties, and a recommended sequence of action.
Explore the offer → Run the Target Field Readiness Score →Use this when leadership is ready to prepare for and pursue the right relationships. We clarify the capital objective and story, prioritize appropriate investors, family offices, or transaction partners, and prepare leadership for credible conversations.
Where it begins: readiness and relationship execution. Where strategic fit and an appropriate relationship exist, the work can include selective introductions and preparation for the conversation.
Explore the offer → Run the Capital Relationship Readiness Score →M&A engagements can draw on either offer: intelligence to identify and prioritize the right targets, and access when readiness and a qualified relationship can advance the transaction.
The work turns a broad question into a resolved, provenance-aware field that leadership can evaluate and act on. Each stage produces a tangible output for the next decision.
Define the decision, desired outcome, known constraints, and the uncertainty leadership needs to resolve.
Make the fit criteria explicit and establish the public and commercial sources, evidence standards, and research plan.
Connect fragmented records, resolve entities, and preserve provenance to build a defined field of candidates.
Compare each candidate against the agreed criteria and surface the strongest fits, gaps, and material uncertainties.
Deliver the ranked field, supporting rationale, and a recommended sequence for outreach, diligence, acquisition, partnership, or further evaluation.
CLASS is not a second catalog of services. It is the executive-counsel layer applied where the decision requires it — five disciplines that help leadership interpret the evidence, align the organization, and carry the chosen move into action.
Tell us what is in front of you. We will determine whether focused intelligence, executive counsel, or a combination would be useful.