Escher Capital runs private raises for companies that have something to show. We audit the financial model and pressure-test the materials the way an investment committee would, fix what we find, then take the company to family offices, venture capital, private equity, and corporate investors with a matching mandate.
1Figures describe the aggregate target raise of campaigns Escher Capital has worked on — not capital raised, guaranteed, or under management — and may include work completed by our principals at prior firms. Past engagements are not a guarantee of future results.
Everything else in a raise can be bought, hired or learned. These two cannot.
These allocators keep no website, appear on no list, and answer a relationship rather than an approach. They underwrite on their own horizon, which suits a company whose value is compounding rather than spiking. Reaching them is built over years, and it is the part of this work that cannot be replicated from a management team's own contact list.
Commercial and financial diligence on the buy side, and fundraising materials prepared for institutional allocators on the sell side. The adversarial review is credible because we have sat in the seat that decides, and we know which question ends a process.
The first conversation is diagnostic, not a pitch for our services. We read the model and the materials beforehand, then spend the time on the specific place the argument breaks — which is usually one claim, and usually not the one the company expects.
Most companies leave that conversation knowing what to fix whether or not they engage us. That is the intended outcome.
Notes from inside live campaigns, and what the questions investors ask reveal about how private capital is being allocated right now.
A deck rarely fails because it is ugly. It fails because one claim in it cannot survive a question, and every investor finds that claim at the same point.
Single-family capital underwrites differently from a fund. The questions change, the timeline changes, and materials built for a partnership meeting can land badly.
A defensible market size is a count of customers multiplied by what they can be charged. Anything else is a citation.
We take your company to where the investors are. Three offices in New York — the World Trade Center, Grand Central and, from October 2026, Columbus Circle — and rooms in the other centres where a private round gets decided, because those relationships are held in person rather than over email.
A New York address is not decoration. 3 World Trade Center puts first meetings and closings in the middle of Lower Manhattan, 110 East 42nd Street puts us across from Grand Central where an allocator meeting is easiest to set, and both let a company based anywhere run a campaign on East Coast time without opening an office here.
We cover the working day from Gulf morning to Pacific afternoon, so a process does not stall for a time zone. Where a family office prefers to meet at home, we travel to them.
Each phase produces something the company keeps. The campaign runs until the round closes.
We start with the numbers, because the numbers decide the conversation. The existing model gets audited line by line, then rebuilt so it holds under questioning.
The deck gets reviewed by people who have written pass memos. Weaknesses surface here, in a room where they cost nothing.
We take the company to allocators its own network does not reach, in a sequence built to create competitive tension rather than a queue of one-off meetings.
A first conversation takes forty minutes. We read the model and the deck beforehand and tell you where the argument breaks.
