Australian Growth Advisory

The Strategic Office behind the CEO.

789.Partners works beside Australian growth-company CEOs when the numbers, board, investors and next major move all have to line up.

CFO, corporate development, board and investor support for companies at major step-change moments.

Start a conversation When to call us →

$5M → $500M → $1B+

The Nearmap journey our founding partner helped lead as CFO and COO. The company was later acquired by Thoma Bravo for over $1B.

Every step up changes the company

At each stage, the numbers, model, board rhythm, investor story and capital strategy have to change again.

Finance, board and deal readiness

Strategy, finance, corporate development and investor narrative. Not just advice. The numbers, story and execution plan.

What we do

We help CEOs redesign the company for the next step-change.

Most advisers diagnose the issue and hand you a report. We help the CEO build the plan, the numbers, the story and the rhythm to execute it. Then we stay close enough to the business to help the work actually move.

We work beside the CEO on an ongoing basis so we are embedded before the moment arrives. Not parachuted in after it has already cost you.

Strategic Finance Retainer

Strategy, financial architecture and board readiness, beside the CEO

Virtual CFO capability when the company needs it

Corporate Development Retainer

Corporate development, capital strategy and investor narrative

Virtual Corporate Development Office capability when the company needs it

Defined Outcomes

Transaction Readiness & Process Support

When to call us

Six moments where growth companies either step up or step back.

Growth companies face moments where the decisions made in the next 90 days shape the next five years. These are the moments 789.Partners is built for.

In these moments, analysis matters. Pattern recognition from having been there before matters more.

Before the raise, the sale or the next major transaction

Before you go to market, the story, the structure and the numbers need to be right. Most companies leave significant value on the table before they even start.

When the company has outgrown its foundations

The revenue is real. The business has momentum. But the operating rhythm, board cadence and investor narrative have not kept pace. The next step is building the foundations for the company's next stage of growth.

When AI or structural disruption is changing the model

The business model that got you here is under pressure. You need to move fast, but in the right direction. Being wrong here is expensive.

Three to five years before founder exit

The company needs to be worth more, be more transferable, and run without you. The architecture for that starts today. Not 12 months out.

Before taking the business offshore

Going offshore is not a revenue line item. It is an entirely different set of capital, capability and sequencing decisions. We have done it. We know what order things break.

When you are new to the seat

A first-time listed CEO or CFO, a newly promoted leader, or a founder moving into a new role. The company is watching, the board is watching, the market is watching. The first twelve months set the tone for everything that follows.

The origin

From $5M to $500M is not one growth story. It is a series of company rebuilds.

$5M → $500M

Market cap during the scale-up phase Gerhard led as CFO and COO at Nearmap

Over $1B

Thoma Bravo acquisition value after the company doubled again

Every 30 to 50 per cent step up requires a different company: different numbers, different operating rhythm, different board conversations, different investor narrative and different capital choices.

Gerhard Beukes served as CFO and COO at Nearmap during the period the company grew from a $5M ASX micro-cap to approximately $500M market capitalisation. The company later doubled again and was acquired by Thoma Bravo for over $1B. He led capital raises and global expansion, and helped build the finance, operating and board foundations that supported the company's scale-up.

789.Partners was built from that lived experience. The best advice in high-stakes moments comes from people who have personally lived the consequences of the decisions they recommend.

Gerhard Beukes

Founding Partner, 789.Partners

LinkedIn Profile

How we engage

Plan first. Embedded before the moment arrives.

789.Partners works best when we are close enough to the business to see the moment coming. The diagnosis, the plan and the preparation are already in motion before the decision point arrives.

Four ways we work with growth-company CEOs and the executives leading them.

Ongoing

Strategic Office Retainer

CEOs needing ongoing support before a major move

Monthly operating rhythm and board pack
Forward-looking financial model
Strategic priorities and decision support
Investor narrative development

Defined scope

Capital & Transaction Readiness

Companies preparing for a raise, sale, acquisition or major partnership

Story and data room logic
Financial model and scenario analysis
Board and investor alignment
Process preparation and adviser coordination

Short-form

Inflection Point Sprint

For CEOs already in the moment, when a board, investor, capital or transaction decision needs clarity now.

Diagnosis and decision options
Operating plan and sequencing
Board-ready recommendation
Clear next move defined

Ongoing or defined scope

The Step-Change Partner

For the executive whose own role is changing as fast as the company. First-time listed CEOs and CFOs, newly promoted leaders, and founders moving into a new seat.

The board: how to read it, brief it and build credibility
Investor relations: the cadence, the message and managing expectations
Strategy: sharpening the narrative the company takes to its market
The operating rhythm of a role you have not held before

How it works

No pitch. No proposal until there is a genuine reason to write one.

Every engagement starts the same way: a direct conversation about where the company is, what the next move is, and whether 789.Partners is the right fit.

Step 01

The first conversation

A direct conversation about where the company is and what the next major move looks like. No pitch. We listen first.

Step 02

Diagnosis and scope

We identify the moment the company is in, sequence the right moves, and agree a scope shaped around what is actually needed. Not a standard service menu.

Step 03

Embedded and moving

We stay close until the move is made. Monthly rhythm, model, board pack, investor narrative, process support. Whatever the moment requires.

Who we work with

Growth companies where the next move will materially change the company.

We work with Australian growth-company CEOs at major step-change moments. Listed or private, typically $20M+ revenue or growing above 20% per year.

The business has momentum. The revenue is real. Getting to the next stage requires a different set of decisions from the ones that got you here.

The goal is a business that is more investable, more transferable and more strategically ready before the market, board or next transaction forces the decision.