The Challenge
A rapidly growing omnichannel retailer with 14 stores across Saudi Arabia and the UAE had reached the scale where venture and growth capital was within reach — but getting there required a level of financial presentation the founders had never needed before.
Their story was genuinely compelling: strong same-store sales growth, a profitable brick-and-mortar base, and an early-stage e-commerce operation that was growing three times faster than the physical channel. But the company had three separate legal entities, two currencies, and an intercompany structure that made consolidated financials difficult to read.
They had six weeks before their first institutional investor meeting.
Our Process
We treated this as a sprint, with the investor meeting date as an immovable deadline.
Consolidated financials. We produced a clean three-year set of consolidated management accounts across all three entities, with intercompany eliminations fully documented and supporting schedules prepared for every material line item. Investors ask for this as standard; having it ready in advance removes an entire round of diligence friction.
Financial model. We built a store-level unit economics model: four-wall EBITDA by store, with sales per square foot, staffing ratios, and occupancy costs benchmarked against GCC retail sector data. New store openings were modelled on a class-of-year basis so investors could see the expected ramp from opening to maturity.
E-commerce bridge. The online channel needed its own section of the model — separate CAC, LTV, and repeat purchase assumptions — to demonstrate it was a structurally different (and higher-margin) business than the retail channel, not just an extension of it.
Investor deck. We supported the founding team in building a 20-slide investor deck that opened with the market opportunity, led with the store-level economics evidence, and framed the fundraise in terms of the specific expansion milestones the capital would unlock.
Key Outcome
The preparation shifted the founding team's posture from defensive to confident. Instead of explaining the financial complexity of their structure, they were presenting the strategic clarity of their unit economics. That's a fundamentally different investor conversation.
Results
- ·Investor presentation delivered on schedule with full financial model, consolidated accounts, and supporting schedules
- ·First institutional investor meeting conducted with no requests for follow-up documentation on the financial model — all questions answered within the deck
- ·Three investors moved to second-round meetings within 30 days
- ·Series A process ongoing at time of publication
- ·Data room built and managed by TVC: 47 documents organised across six diligence categories, accessible to investors within 24 hours of first meeting