Banking and Finance
Defining the Future in Banking and Finance
We advise financial institutions, corporations, and investors on growth strategy, innovative business models, and tailored financing solutions.
Our approach combines deep understanding of the banking and financial ecosystem with advanced economic analysis and extensive experience working with senior management, regulators, and investors.
We support clients through complex financial and strategic processes — from IPOs, valuations, and M&A transactions to the development of financial models, risk management frameworks, and innovative financing structures.
Our goal is to generate sustainable value and competitive advantage in an ever-evolving financial landscape.
We supported a financial analysis to determine the optimal entry threshold for new clients in the investment management sector. The work included a review of market characteristics, analysis of the company’s business model and value proposition, and evaluation of profitability by portfolio size, service type, fees, acquisition costs, and customer lifetime. We developed a financial model to test strategic scenarios and recommended either raising the minimum equity threshold or digitizing the service. Our recommendations were accepted and implemented.
Accompanying the special committee and the company’s board of directors to examine acquisition and merger proposals from The Phoenix, Altshuler Shaham and a foreign financial entity.
As part of the process, we performed a valuation and accompanied the company in negotiations with the various bidders. At the end of the process, the company was sold to The Phoenix at a value of hundreds of millions of NIS.
Supporting entrepreneurs in establishing a non-bank credit company for real estate financing. Our work included building a business and strategic plan, assisting in locating key people, building a financial model, recruiting investors, raising debt for the company, and ongoing support of the company’s activities and credit committees.
Led the advisory for the Yesodot Debt Fund during a pivotal structural transformation and institutional capital raise. Key contributions included designing the firm’s financial model, advising management on corporate structure, and orchestrating the transaction process through to financial close, including performing rigorous valuations.
Accompanying the board of directors in negotiations with Peninsula for the sale of the company’s real estate loan portfolio worth hundreds of millions of NIS. The work included due diligence of the credit portfolio, pricing the portfolio, and taking an active part in the negotiations and financial closing of the deal.
We conducted a comprehensive mapping of Phoenix Group’s activities alongside an in-depth market analysis in the alternative investment sector, including “mystery shopper” to assess competitors’ offerings. In parallel, we defined a target-state operating model, identified organizational and regulatory gaps, and designed a new organizational structure with appropriate interfaces and management routines. The project positioned Phoenix to support growth in the alternative investments market while improving overall organizational efficiency. Our recommendations were fully implemented, and today this area represents one of Phoenix’s key growth drivers.
We accompanied Excellence in project management to implement a strategic process for a 10-fold or more increase in the number of customers. As part of the project management, we analyzed the future situation and how each department in the company would need to look after its implementation (automation of processes, changing work procedures, introducing new systems, etc.), we set milestones and measurable and clear goals for each point in time and for each new number of customers, and we managed a weekly steering committee with the CEO of Excellence and the CEO of the parent company, Phoenix, to ensure that all goals were met and challenges were addressed.
We conducted a financial analysis for Phoenix Value to assess the profitability of the company’s products through optimal allocation of costs and revenues for each product. The work included reviewing revenue and cost structures by product, differentiating between direct and overhead costs, evaluating customer lifetime value relative to the market, and analyzing customer acquisition costs – separately for each product. The findings identified products whose marketing costs were unjustified relative to revenues, leading to a recommendation to discontinue marketing unprofitable products based on CAC-to-LTV ratios. Our recommendations were accepted and implemented.
We supported a financial analysis to determine the optimal entry threshold for new clients in the investment management sector. The work included a review of market characteristics, analysis of the company’s business model and value proposition, and evaluation of profitability by portfolio size, service type, fees, acquisition costs, and customer lifetime. We developed a financial model to test strategic scenarios and recommended either raising the minimum equity threshold or digitizing the service. Our recommendations were accepted and implemented.
Accompanying the special committee and the company’s board of directors to examine acquisition and merger proposals from The Phoenix, Altshuler Shaham and a foreign financial entity.
As part of the process, we performed a valuation and accompanied the company in negotiations with the various bidders. At the end of the process, the company was sold to The Phoenix at a value of hundreds of millions of NIS.
Supporting entrepreneurs in establishing a non-bank credit company for real estate financing. Our work included building a business and strategic plan, assisting in locating key people, building a financial model, recruiting investors, raising debt for the company, and ongoing support of the company’s activities and credit committees.
Led the advisory for the Yesodot Debt Fund during a pivotal structural transformation and institutional capital raise. Key contributions included designing the firm’s financial model, advising management on corporate structure, and orchestrating the transaction process through to financial close, including performing rigorous valuations.
Accompanying the board of directors in negotiations with Peninsula for the sale of the company’s real estate loan portfolio worth hundreds of millions of NIS. The work included due diligence of the credit portfolio, pricing the portfolio, and taking an active part in the negotiations and financial closing of the deal.
We conducted a comprehensive mapping of Phoenix Group’s activities alongside an in-depth market analysis in the alternative investment sector, including “mystery shopper” to assess competitors’ offerings. In parallel, we defined a target-state operating model, identified organizational and regulatory gaps, and designed a new organizational structure with appropriate interfaces and management routines. The project positioned Phoenix to support growth in the alternative investments market while improving overall organizational efficiency. Our recommendations were fully implemented, and today this area represents one of Phoenix’s key growth drivers.
We accompanied Excellence in project management to implement a strategic process for a 10-fold or more increase in the number of customers. As part of the project management, we analyzed the future situation and how each department in the company would need to look after its implementation (automation of processes, changing work procedures, introducing new systems, etc.), we set milestones and measurable and clear goals for each point in time and for each new number of customers, and we managed a weekly steering committee with the CEO of Excellence and the CEO of the parent company, Phoenix, to ensure that all goals were met and challenges were addressed.
We conducted a financial analysis for Phoenix Value to assess the profitability of the company’s products through optimal allocation of costs and revenues for each product. The work included reviewing revenue and cost structures by product, differentiating between direct and overhead costs, evaluating customer lifetime value relative to the market, and analyzing customer acquisition costs – separately for each product. The findings identified products whose marketing costs were unjustified relative to revenues, leading to a recommendation to discontinue marketing unprofitable products based on CAC-to-LTV ratios. Our recommendations were accepted and implemented.
