Capital & Growth Advisory
For the decisionsthat change whata company is worth.
Advisory for owners, founders and sponsors across commercial growth, transactions and capital.
Start a conversationAbout the firm
A small firm, run by the people doing the work.
Sterling Coast Capital advises companies, founders and financial sponsors across three practices. We place debt with private lenders and specialty finance groups, originate acquisitions for funds and corporate buyers, and build the commercial infrastructure that produces revenue.
The practices are engaged separately and none is conditioned on the other. What they share is not a thesis. It is the same partners on every mandate, the same access to counterparties most firms do not reach, and a preference for saying early when something is not worth doing.
How we are set up.
Underwriter's Perspective
Careers spent originating and structuring credit facilities inside institutional lenders, before advising borrowers facing the same committees.
Direct Capital Access
Relationships held with the principals who commit capital, in most cases for more than twenty years.
Origination at Scale
Infrastructure that identifies and engages counterparties conventional advisory does not reach, whether lenders, buyers or customers.
Partner-Led Execution
Every mandate run by a partner, from assessment through to close.
Our Capabilities.
Debt Advisory
We structure and place debt across the full credit spectrum, senior secured, unitranche, mezzanine, ABL, and structured solutions. Broad coverage across banks, private credit funds, insurance capital, and specialty lenders delivers real optionality on terms and cost of capital.
Learn MoreSITUATIONS
The problems that bring owners here.
Revenue that arrives only through people the owner knows. A business that closes well and cannot produce enough conversations to grow faster. A facility maturing against terms set when the company was half the size. An acquisition agreed while the financing is still open. A fund whose pipeline arrives entirely through bankers. A bank relationship the business has outgrown, and no map of who else lends.
ACCESS
Most advisory relationships are boundedby who the advisor already knows.
A debt advisor goes to the lenders they have placed with before. A buy-side banker calls the sponsors and corporates in their contact list. It is a reasonable place to start and a poor place to finish, because the list reflects a career rather than the market.
We start there too. Our partners hold relationships with the principals who commit capital, in many cases for more than twenty years, and those parties move fastest. Then we go further. The lenders, acquisition targets and customers who qualify but have never appeared on anyone's list, identified against defined criteria and approached in parallel.
What sits outside the obvious set is usually where the outcome improves, and finding it is a question of coverage rather than contacts.