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We advise companies on alliances, joint ventures, and other structures where ownership or control is shared with another party by design.
Some objectives do not require buying or selling anything. A joint venture, a licensing arrangement, a distribution alliance, or a minority cross-holding can pair market access on one side with technology or manufacturing capacity on the other, without either party taking on the cost, the risk, or the integration burden of a full transaction.
The work here is as much about structure as strategy. Governance, economics, and exit rights have to be divided between partners who each hold something the other needs and who will not always agree on timing or on what their respective contributions are worth. Partnerships rarely come apart over the strategic logic. They come apart over unclear decision rights, or because the two sides were never working to the same assumption about how long the arrangement was meant to last.
We work through those questions before a partnership is signed, and we advise on renegotiation or unwinding when the circumstances that justified it have moved on.
Who decides what between the partners, and what happens at deadlock.
Whether the split of returns reflects what each side genuinely brings to the arrangement.
Duration, exit mechanics, and an agreed definition of what success or failure would look like.