Enabled IPO readiness
Restructured USD4bn across 24 facilities with 14 lenders.
Prepared a leading Middle Eastern airline for IPO.
Independent judgement that aligns priorities, shapes decisions and leaves organisations stronger.
Priorities shift. Organisations grow. Markets change. New challenges emerge.
As objectives evolve, organisations do not always adapt at the same pace.
The expertise and perspectives needed to respond rarely sit in one place. They are often shaped by competing priorities and constraints.
Priorities compete. Constraints emerge. Decisions become harder. Opportunities are missed.
Achieving those outcomes begins with understanding what leadership is seeking to achieve and what may be preventing progress.
Reconciling divergent priorities and constraints creates direction, builds momentum and delivers tangible results.
Ascendiate is an independent platform that transforms competing priorities into clear direction and momentum.
Its value lies not only in achieving today’s objectives, but also in building the organisational capability required to address tomorrow’s challenges.
Meeting that objective is essential.
Initial objectives provide direction, but rarely define the full opportunity.
The immediate objective often becomes the finish line, rather than the starting point for creating wider organisational value.
Recognising opportunities is only the beginning. Turning them into lasting improvements is what strengthens the organisation.
For Nicholas Zaklama, that freedom became the philosophy that led him to found Ascendiate.
Today, Ascendiate provides boards, investors and leadership teams with the space to step back, the objectivity to pursue the wider opportunity and the resolve to turn it into lasting value.
Creating, preserving and unlocking value.
Restructured USD4bn across 24 facilities with 14 lenders.
Prepared a leading Middle Eastern airline for IPO.
Directed a USD1.1bn restructuring and refinancing across 12 lenders.
Stabilised a publicly listed company throughout COVID-19.
Delivered c.USD300m of fuel hedging savings.
Strengthened treasury capability for a leading Middle Eastern airline.
Expanded a publicly listed aircraft lessor’s portfolio by USD300m.
Structured 11 aircraft investments involving 8 customers and 7 lenders.
Accelerated cash collection by over 70%.
Transformed payment operations for an investment-grade enterprise.
Directed transaction structuring and risk evaluation for a private equity consortium.
Materially influenced the decision not to proceed.