We think differently. So do our clients
We advise companies with the courage to go against the mainstream and built our own firm the same way.
Why Rebel
Most advisory firms run the same process in every situation. In reality every company, market and buyer group has its own story. The traditional model can't capture it: a senior partner wins the mandate, then hands the work to juniors who haven't seen enough deals to handle the hard parts.
Rebel has redesigned the advisory process and built AI tools and automation that amplify the throughput of senior practitioners, so our people stay on the front line from the first meeting to closing. That lets us focus on being your advisor. The person you meet is the person doing the work, sitting with you through the whole process.
The name isn't decoration. A rebel is someone with the courage to think against the mainstream. We advise those companies, and we built Rebel the same way. You bring the conviction; we make it survive diligence with investors, lenders, buyers and boards.
When markets are euphoric, we help you stay careful. When others freeze, we help you move. The best raises, acquisitions and exits of a cycle are made against the mood. That is exactly when senior judgement matters most.
That's the rebellion: advisory measured by what it changes, not by what it bills.
References
Examples of organisations our senior practitioners have worked with.
How we work
We've raised capital, run cross-border M&A, taken companies public and sold them. We know what these processes demand from the company, not just from the advisor.
We rebuilt how advisory work gets done and built our own AI tools and automation around it. The technology carries the volume; seniors carry the judgement. A small senior team delivers the speed and depth of a much larger one.
No passing you between a strategy team, a finance team and a transaction team. The same operators who professionalise your finance and build your growth run your raise, your acquisition, your exit. Continuity is the product.
The offering
Both available standalone or combined. Weighted equally.
Senior capability inside your team on a standing basis. Scoped by outcome and service level, not by days sold.
Senior finance, operating and M&A work is continuous but rarely full-time. It's too much to improvise and too little to justify a permanent senior hire. Not an interim fix. A better arrangement.
Senior-led mandates with clear deliverables and accountability.
How engagements are shaped
Fractional roles: VP M&A, CFO, COO, board. Scoped by service level, with a success element where an engagement runs to a transaction.
Strategy, value-creation and growth work. Fixed scope, fixed fee.
Sell-side and capital raise. Work fee plus success fee on completion.
Who we work with
Our core is the Nordic mid-market, typically €10-300M revenue. What our clients share isn't a sector or a size. It's a decision to build something the consensus hasn't priced yet. Borderless by design: we work wherever they build, across Europe and beyond.
Building something the market hasn't caught up with, and needing senior finance, operating and M&A muscle before they can justify hiring it full-time. Venture-backed or independently owned.
Fractional M&A capability and value-creation work placed inside VC, PE and growth-equity portfolio companies. We help the company with acquisitions, fundraising, financial discipline and exit preparations.
Listed small and mid-caps, family and founder-owned groups, and PE-owned platforms. We help you buy companies systematically, sell or spin off parts of the business, and build an in-house M&A team from scratch if you don't have one.
Proof points
A technology exit to a global strategic acquirer, led from the deal seat.
A three-way consolidation creating a national market leader.
A cross-border carve-out carried into a buy-and-build.
Public listings and trade-sale exits led from the CFO and deal-lead seats.
Equity capital raising, venture through growth stage.
30+ years of combined operator and transaction experience.
The team
There is no pyramid to feed here, so mandates are staffed with people who have carried the outcome and with nobody else. That is the whole economic argument: seniority stops being the expensive part when there is no bench underneath it.
Years average operator and transaction experience per principal.
Chairs our principals have actually held on real raises, M&A, listings and exits.
Juniors learning on your time. Every mandate is staffed with senior experience.
A curated network of senior operators, fractional CXOs and sector specialists, brought in by engagement. Every mandate is staffed with exactly the right experience, and never with juniors.
Principal to principal
The market will price your conviction.