Financial & strategic advisory · Developed & emerging markets
Many companies know their product, operations and market inside out. Yet raising capital or evaluating an investment calls for a different skill set: the story, the financial model, the valuation and the process. I bring that corporate finance capability for debt and equity raises and for investment decisions, and lead the process alongside management, from preparation to close.
I've sat on every side of the table: M&A advisor at leading Wall Street banks on sell-side and buy-side mandates, lender, fund partner, founder CFO, board member and credit committee member. So I build the case the way investors and lenders will test it.
Nearly 30 years
In M&A, corporate finance, investing and CFO roles
$100M+ raised
Debt and equity, including DFIs, as founder CFO, without investment bankers
c.$6B portfolio
Global private debt, managed as interim head of credit
MBA · LL.B.
Tel Aviv University; NYU Stern exchange programme
Why companies call me
Most finance teams are built to record and report: closing the books, audit, tax and compliance. That work is essential. But raising capital or deciding on an investment looks forward. It calls for credible projections, a robust financial model, a defensible valuation, the right capital structure, and a story that holds up under investor and lender scrutiny.
That is the gap I fill. I work alongside management and the finance team to “translate” the operations into the language of the capital markets. I can get a company investor-ready, to the point where a bank or investor will take it seriously. Where a deal doesn't need a bank, I can run the raise myself, including transactions below the size most investment banks take on.
Your finance team keeps the numbers right. I turn them into a case investors will fund.
Services
01
Debt and equity, from first institutional rounds and growth capital to project and development finance.
02
For investors, groups, boards and investment committees evaluating an acquisition, an investment or a project.
Running finance through a raise, a transition or a growth phase, alongside the existing team.
Raising debt and equity from DFIs and multilaterals, and meeting their requirements.
Structuring and financing projects so lenders and credit committees get comfortable.
Venture lending, mezzanine and private debt, including refinancings, restructurings and waivers.
Modelling and valuing carbon credit revenues, and building them into the company or project case for investors and lenders, for example in clean cooking and waste-to-energy.
Selected mandates
Private infrastructure group · Africa, Middle East & global
Advising the executives of a multi-billion private EPC, financing and infrastructure group on investments, M&A, privatisations, joint ventures and debt and equity alternatives, in Africa and beyond. Assignments have included evaluating and structuring the following, with the valuation models behind each decision:
Clean cooking & waste-to-energy · East Africa
Capital raising advisor to a growth-stage company, covering financial modelling, capital structure and a multi-instrument debt and equity raise.
National insurance programmes · Africa, South & Southeast Asia
Advising on lender financing for national inbound-visitor insurance programmes, including the case presented to prospective lenders.
Sectors & capital
These are the sectors I've worked in and the capital I've raised from and worked with. The same approach applies in any sector.
Energy & renewables
Climate & circular economy: waste-to-energy, clean cooking, carbon credits
Infrastructure, power & utilities
Telecom & technology
Banking, insurance & financial services
Agriculture & healthcare
Growth companies across traditional sectors
Development finance institutions and DFI-backed private equity, for debt and equity
International and local banks
Institutional investors and private credit funds
Venture debt and mezzanine funds
Private equity, venture capital and investment companies
Career
Across the USA, Europe, Israel, Africa, the Middle East and Asia, on transactions ranging from $1 million to billions of dollars.
2024–present
Independent Financial & Strategic Advisor · Sagee Advisory
Advising companies, investors and project sponsors through defined mandates on capital raising, investment decisions and transaction structuring. Israel, Africa, the Middle East and Asia.
2023–present
Non-Executive Director · Energy Vision
Board member since 2017; executive director until 2023, non-executive director since.
2023–2024
Interim Head of Credit · Altshuler Shaham Investment House
Managed a c.$6 billion global private debt portfolio at one of Israel's largest investment houses; member of the credit committee. Tel Aviv.
2015–2023
CFO & Co-founder, Deputy CEO from 2021 · Energy Vision
Built the finance function of a renewable energy services company for telecom operators in emerging markets; raised over $100 million in debt and equity from DFIs and leading international and Israeli financial institutions, without investment bankers. The company passed a $100 million valuation. Executive director on the board from 2017. Africa and Tel Aviv.
2014–2017
Venture Partner · Davidson Technology Growth Debt Fund
Advised on credit, portfolio and fund management for a European technology venture-lending fund. Berlin.
2014–2016
Managing Partner · SL Infrastructure
Brought Israeli institutional investors into US and European infrastructure debt; executed two transactions totalling c.$75 million. Tel Aviv and USA.
2008–2014
Co-founder & Partner · Mustang Mezzanine Fund
One of three founding partners of a $90 million mezzanine fund lending to mid-size Israeli and Israeli-related companies. Originated, executed and monitored transactions across technology and traditional sectors, and shaped the fund's investment doctrine. Tel Aviv.
1998–2008
Wall Street investment banking
Director, Acquisition & Infrastructure Debt Finance and Director, M&A Energy Group at Dresdner Kleinwort; earlier Credit Suisse First Boston and Wasserstein Perella. Sell-side and buy-side M&A, equity and debt for Fortune 500 clients, and acquisition financing for sponsors including Macquarie, Goldman Sachs and Carlyle. Managed a team of about 30 M&A associates and analysts. New York.
How I work
I'm hands-on: I build the model, write the materials and sit across the table from investors and lenders myself, from the first plan through to a closed transaction.
Rigorous quantitative analysis paired with qualitative judgement: what the model says, and whether the business behind it supports it.
Business development, accounting, tax, legal and operations, brought together so that a decision is examined from every angle at once.
Identifying what makes a company or project valuable, growing it, and presenting it persuasively to investors, lenders and partners.
Working with management, boards, shareholders, investors and lenders, in small companies and large groups, in English and Hebrew, both at mother-tongue level.
Leading by example with professionalism and integrity. Bringing insight and judgement to every mandate, with organisation, attention to detail and focus.
About
Ran began his career in New York, spending a decade as an M&A advisor and in energy and infrastructure finance at Wasserstein Perella, Credit Suisse First Boston and Dresdner Kleinwort, on both sell-side and buy-side transactions. He then moved to the buy side, co-founding the Mustang Mezzanine Fund and later advising a European technology growth debt fund.
For eight years he was co-founder and CFO of Energy Vision, a renewable energy services company in emerging markets, and from 2021 also its deputy CEO. He built the finance function, raised over $100 million in debt and equity from DFIs and leading international and Israeli financial institutions, and served as the company's number two alongside the CEO. He has sat on its board since 2017, as an executive director and, since 2023, as a non-executive director. He has also served as interim head of credit at Altshuler Shaham, overseeing a c.$6 billion private debt portfolio.
Ran holds an MBA (magna cum laude), including an exchange programme at NYU Stern, and an LL.B., both from Tel Aviv University, and was admitted to the Israel Bar in 1995, so he reads the documents as closely as the numbers. He works in English and Hebrew, both at mother-tongue level.
Ways to engage
I'm independent, with no product to sell, and I do the work myself. Every engagement starts with a short conversation and a written scope tailored to the situation and what it needs.
Getting a company ready to raise. There is no fixed checklist: the work is shaped by where the company stands and what its investors or lenders will need. Ideally, start at least three to six months before you plan to raise.
A capital raise, acquisition or sale, from preparation to close. Typically a monthly retainer combined with a success fee on completion.
A financial model, valuation, due diligence review or set of investor materials, scoped and priced for the deliverable.
Senior finance leadership on a part-time basis, for a raise, a transition or a defined period of growth.
Contact
A short conversation is usually enough to tell whether I can help. Engagements are confidential from the first call.