MYD Capital Partners gives independent advice to owners and shareholders considering selling all or part of a company, bringing in a new partner, changing the capital structure or making a defining decision about the company's future. We start with an honest view of what the company is worth and what each shareholder actually wants, and we act for you alone.
Which ownership decisions do we advise on?
Ownership decisions rarely arrive as a single, clean question. More often they arrive as a combination: a partial sale that also resets governance, a new investor who also changes the balance between existing shareholders, a refinancing that also decides who controls the next five years. We advise on the whole decision, not only the transaction inside it.
- A full or partial sale — selling the whole company, a controlling stake or a minority stake, to a strategic buyer or a financial investor.
- A secondary sale — one shareholder, or one group of shareholders, selling while others stay.
- A new partner or investor — bringing in capital or a strategic shareholder, and deciding what that partner receives beyond equity.
- A change in capital structure — rebalancing debt and equity, or refinancing to create room for the next decision.
- A defining strategic decision — expansion, a merger, a partnership or simply the question of whether now is the time to do anything at all.
This page is written for any owner or shareholder facing those decisions. If yours is a family business and succession is part of the question, our page for family business owners addresses that directly.
Why does alignment among shareholders come first?
Most shareholder groups do not disagree on whether the company is good. They disagree on timing, on price, on how much control to give up and on who should stay involved afterward. A founder, a minority investor, a second-generation holder and a financial shareholder can look at the same company and want four different outcomes.
Those differences are normal. What damages a process is discovering them in front of a buyer. A counterparty who senses that shareholders are divided will slow down, reprice or walk away. We therefore work on alignment before any approach to the market: what each shareholder wants, what the shareholder agreement already permits or blocks, where drag-along, tag-along or pre-emption rights apply, and which path the group can actually support.
What does an independent view of value change?
Every shareholder already has a number in mind, and those numbers rarely match. An independent valuation replaces competing assumptions with a shared, evidence-based reference point. It does not settle every argument, but it moves the conversation from opinion to analysis.
Through The Goldsmith™, we build that reference point across six dimensions — financial architecture, operational efficiency, management structure, strategic positioning, technology maturity and global benchmarking — and deliver a defensible valuation analysis, a financial model and a data room. Minority holders, in particular, gain from this: it shows what their stake is worth on its own terms, and what it could be worth inside a well-run process. Our guide What Is My Business Worth? explains the valuation approaches involved.
How our practices support the decision
Every engagement begins with Phase Zero: a short assessment of strategic fit, typically two to four weeks, before any mandate is signed. It establishes which practice fits, or gives an honest view that now is not the right moment.
The Confluence™ runs the transaction once direction is agreed: a full or partial sale, a secondary sale or a new investor. It maps and scores counterparties, approaches them only with your approval and manages the process through to signature.
The Dawn™ addresses the capital structure where debt, covenants or trapped working capital limit what shareholders can decide.
The Compass™ runs continuously, for owners who want major decisions pressure-tested before they are made rather than after.
No decision requires more than one practice. Many start and end with a clear view of the options.
Frequently asked questions
Can you advise a minority shareholder rather than the whole shareholder group?
Yes. We can act for a minority holder, a group of shareholders or the company itself, provided the mandate is clear about whom we represent. We represent one party, never both, so the question of who our client is is settled before the work begins.
What if the shareholders do not agree on whether to sell?
That is a common starting point, not a barrier. An independent valuation and a clear map of what the shareholder agreement allows usually give the group a shared basis for the conversation. Sometimes the right outcome is a partial or secondary sale that lets some shareholders exit while others stay.
Do we have to commit to a transaction to work with you?
No. The Goldsmith™ stands on its own, and the Goldsmith Report™ is valuable with or without a transaction. Many owners use it to decide whether, when and how to act.
How do you keep the process confidential from employees and the market?
Early conversations are private, and every broader step is staged: information goes only to parties who need it, under a full NDA, and only when you decide. Read our Confidentiality Commitment.