Corporate finance, built for
Malaysian owners.
Sell-side mandates. Pre-IPO readiness. Succession structuring. Restructuring of distressed but viable businesses. Each engagement is led personally by the principal — discreet, senior-only, and tied to outcomes rather than hours.
MIDA-approved investments into Malaysia in 2025 — a record year, with foreign investment up 20.9% to RM207.1 billion.
Senior corporate-finance experience — investment banker pre-2005, then two decades as Head of Corporate Planning at a Bursa-listed industrial group.
From owner-managed businesses to Bursa-listed groups — including large-scale, multi-jurisdictional mandates. Every engagement is led personally by the principal from scoping through to close.
Succession structuring — when the next generation isn't ready, or isn't there.
What this work looks like
Founder-led businesses in Malaysia are reaching a transition window that few have planned for. Where there is no obvious internal successor, the question becomes how to preserve the enterprise without compromising legacy — through a controlled trade sale, management buy-out, family-office anchor sale, or phased equity transition.
- Trade sale to strategic acquirer (local or international)
- Family office or private-equity anchor investor
- Management buy-out / employee transition
- Phased equity transition with retained operating role
- Holding-company and trust structuring
Why it matters
A founder who built the business deserves a process designed around their definition of a good outcome — not a generic auction template.
Sell-side mandates — auction and bilateral.
What this work looks like
Confidential bilateral sales to a pre-identified strategic, or competitive auctions where the buyer universe runs wider than first instinct suggests. The firm has executed sell-side mandates that closed in Germany, Switzerland, the UK, China, Hong Kong, Japan and across ASEAN — the network is real, and so is the discipline around timing, materials and tension.
- Buyer-universe mapping (strategic and financial)
- Information memorandum and management presentation
- Data-room curation and Q&A discipline
- Bid management, valuation negotiation, SPA execution
- Antitrust strategy (incl. cross-border filings where applicable)
Why it matters
The value created in a sell-side mandate is more often built in the first ten weeks of preparation than at the negotiating table.
IPO readiness — for the things licensed advisers won't fix.
What this work looks like
An IPO is the floor, not the ceiling. The firm's role is the preparation that makes a listing possible and worthwhile — financial-track-record cleanup, group structure, governance, related-party transactions, equity story and adviser coordination — before and alongside the appointed principal adviser, underwriter and auditor.
- IPO-readiness review and gap remediation plan
- Group restructuring (carve-outs, hive-ups, share-swap)
- Equity story and management presentation
- Adviser selection and coordination (principal adviser, underwriter, auditor, reporting accountant, legal)
- Bursa Malaysia (Main Market / ACE Market) and dual-listing structures
Why it matters
Licensed institutions execute the listing. The firm makes sure the listing is the right one, at the right time, on terms that survive the second year.
Capital raising, debt restructuring, and special situations.
What this work looks like
Growth equity placements with regional funds and family offices, private debt and mezzanine arrangements, bank-syndicate refinancings, and court-sanctioned schemes for businesses that are distressed but viable. Each route is structured around the answer to a single question — what would the owner choose if they understood every implication?
- Private equity and family-office placements
- Pre-IPO private placements and structured equity
- Bank-syndicate restructuring and refinancing
- Court-sanctioned schemes (s.366 CA 2016) and GWRS
- Capital repayments, share buy-backs and reductions
Why it matters
Restructuring rarely fits a 90-day timetable. Mandates that have run multi-year are part of the firm's normal rhythm.
Questions buyers ask before the first meeting.
How does H2 Advisory differ from the Big Four advisory arms?
The principal you brief is the principal who runs the work through to close. There is no associate-to-partner relay, no rotating team, and no conflict ledger that quietly excludes large parts of the Malaysian market. The fee structure is aligned with outcomes, not hours.
What size of business does H2 Advisory work with?
Engagements are accepted across the full size range — from owner-managed businesses through to Bursa Malaysia–listed groups and large, multi-jurisdictional mandates. The firm's track record spans cross-border M&A executed across more than fifteen jurisdictions, IPOs on Bursa Malaysia and the Frankfurt Stock Exchange, and group-wide restructurings of listed PLCs. What stays constant is principal-led delivery: the Managing Director runs every mandate personally from scoping through to close. The question we ask before accepting work is whether the principal can commit the attention the situation deserves — not the size of the company.
Can H2 Advisory act for Bumiputera shareholders or take-private mandates?
Yes. The firm has structured transactions involving Bumiputera equity arrangements, Bursa-listed take-privates, and reverse takeovers, and works with the appointed independent advisers required under the Code on Take-Overs and Mergers.
How are fees structured?
A modest monthly retainer covers ongoing scoping and option development; a transaction success fee aligns the firm with the outcome. The mix is discussed openly before any engagement letter is signed.
Is there a minimum engagement period?
Initial scoping conversations are confidential and at no cost. Formal engagements are typically scoped in 4–6 weeks of preparation followed by mandate execution. The firm does not accept work where the principal cannot personally commit the time.
The first conversation costs nothing — and stays confidential.
A 45-minute discussion with the principal, under NDA where helpful, will usually establish whether the firm is the right fit for your situation, and whether the situation is the right fit for the firm. Either way you leave with a clearer view.