Project Finance Advisory Services
We advise on greenfield and brownfield project financing across manufacturing, infrastructure, real estate and industrial sectors — from feasibility and DPR to lender tie-up and disbursement.
Overview
Project finance requires rigorous techno-commercial evaluation, robust cash-flow modelling and disciplined lender engagement to secure the right structure at the right cost.
Our team supports promoters end-to-end — from feasibility and DPR preparation to consortium formation and post-sanction compliance.
Our Project Finance Services
Feasibility & DPR
- •Techno-commercial feasibility studies
- •Detailed Project Reports (DPR)
- •Financial modelling and sensitivity analysis
- •CMA data and lender-format documentation
Lender Tie-up
- •Bank, NBFC and financial institution engagement
- •Consortium and multiple banking arrangements
- •Term loan, working capital and non-fund limits
- •ECB and external financing advisory
Structuring
- •SPV / holding structure advisory
- •Debt-equity mix and repayment structuring
- •Security package and covenant negotiation
- •Interest rate and hedging advisory
How we work
- 01
Feasibility
Techno-commercial and financial feasibility.
- 02
DPR & Model
DPR, financial model and CMA preparation.
- 03
Lender Tie-up
Bank / consortium approach and sanction.
- 04
Disbursement
Documentation, security creation and drawdown.
Why clients choose us
- ✓Long-standing relationships with public sector banks, private banks and NBFCs
- ✓Deep experience in manufacturing, real estate and infrastructure projects
- ✓End-to-end support — feasibility, DPR, sanction, disbursement and compliance
Challenges we help you navigate
Fragmented advisors, uneven quality
Most project finance mandates cross tax, legal, finance and secretarial workstreams. Handing them to separate advisors creates gaps in strategy, timelines and accountability.
Regulatory complexity and shifting law
The regulatory landscape around project finance has moved quickly in the last few years. Precedents, circulars and enforcement priorities change how a matter should be structured and defended.
Commercial trade-offs, not just paperwork
Every project finance decision affects cash, tax, timelines and stakeholder trust. Documentation alone is not enough — the underlying commercial call has to be right.
Execution capacity under time pressure
Boards and promoters usually engage on a deadline — a filing, a board meeting, a diligence, a hearing. Slippage is expensive and often irreversible.
Is this right for you?
We work best with organisations that recognise themselves in the profiles below. If any of these describe your situation, we should talk.
- ✓Promoters and boards evaluating a project finance decision for the first time
- ✓Growth and mid-market companies that need integrated project finance advice under one roof
- ✓Family-owned businesses balancing commercial goals with governance and succession considerations
- ✓Investors, lenders and other stakeholders assessing a counterparty on project finance matters
- ✓Listed and IPO-bound companies needing disciplined project finance execution alongside disclosure obligations
What you receive
- Diagnostic memo on the project finance objective, options and key risks
- Detailed workplan with responsibilities, timelines and dependencies
- Structured documentation package — filings, submissions, contracts or schemes as applicable
- Board / promoter briefing notes at each decision point
- Coordination log with intermediaries, regulators or counterparties
- Handover file with post-engagement compliance and monitoring calendar
How the engagement runs
Kick-off & diagnostic
Week 1–2
Fact-gathering, exposure assessment, option evaluation and workplan sign-off with the promoter or board.
Structuring & drafting
Week 3–6
Design of the preferred structure, drafting of core documents, tax and regulatory positioning, internal review cycles.
Execution & filings
Week 6–12
Filings, negotiations, hearings or coordination with counterparties, regulators and intermediaries.
Closure & handover
Post go-live
Post-engagement compliance calendar, monitoring framework and knowledge transfer to internal teams.
Frequently asked questions
What debt-equity ratio do lenders expect?
Typically 70:30 for infrastructure and asset-heavy projects; 65:35 to 60:40 for manufacturing. Actual ratio depends on sector, promoter track record and cash-flow visibility.
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Share a brief on your requirement and we'll respond with a clear path forward within one working day.