Each of these behaves differently under diligence. A catalogue is valued on decay curves and royalty statements, a club on matchday and central distribution, a rights contract on the counterparty behind it. Conventional SME advisory tends to price them as goodwill. We do not.
Acquisitions, divestments and strategic partnerships for investors, founders and entertainment companies. We run the process end to end, from valuation and materials through counterparty outreach, diligence and negotiation to completion.
Debt and equity structured and sourced against creative assets. Strategic investors, institutional lenders and specialist credit funds, including debt facilities arranged through our lending partners.
Financial modelling and valuation for catalogues, brands, media rights and clubs. Built to withstand a buyer's diligence rather than to flatter a mandate, and tailored to how each asset class actually earns.
Transaction insight and market intelligence for investors entering entertainment for the first time, and for founders weighing an exit or scaling through acquisition.
We start with your objectives and your numbers. Valuation, financial modelling and strategic positioning, establishing the foundation for the transaction under confidentiality from day one.
We structure the deal and identify the right counterparties. Whether an acquisition, a sale or a raise, we shape the narrative, build the materials and approach buyers or investors who fit the mandate.
We manage negotiations through to close. From diligence to final terms, we hold the line on value, timing and structure, and keep the process moving without losing rigour.
Entertainment sits inside Vizex Capital rather than beside it. The diligence discipline, the lender panel and the modelling are the same as on any other mandate. What changes is the asset. A rights contract, a catalogue or a stake in a club is priced on different mechanics to a trading business, and getting that wrong costs the client either the deal or the value in it. The same team runs both, which means an entertainment client also reaches our debt and fractional CFO capability without a handoff.
No proprietary capital and no conflicted relationships. Our only obligation is to the client mandate.
Processes are run under strict NDA discipline. In this sector a leaked mandate moves a valuation, so discretion is a baseline rather than a differentiator.
We model catalogues, rights and club revenues on their own terms, not as a generic multiple of earnings.
Success fees tied to completion. We are paid when the client gets the outcome.