RemoAsset

A clear-eyed look at where they stood.

RemoAsset’s round brought together an Australian investor and a US-incorporated entity, which meant the deal never sat inside one country’s rulebook. Two sets of company law and two tax regimes had to line up before either side could sign anything. A structure like this usually forces an early choice: which jurisdiction’s paper governs the transaction, and how the other side’s regulatory and reporting obligations get folded in without duplicating work.

Cross-border rounds also raise the bar on diligence itself. An investor sitting outside the company’s home jurisdiction cannot easily verify the underlying corporate and financial record through local knowledge or a quick reference check, so the paper trail has to do that work instead. Any gap in documentation, or any assumption that does not survive a second look, tends to surface as a renegotiation or a delay right before closing, which is exactly the point in a deal where neither side wants to reopen terms.

We ran the diligence workstream first, working through RemoAsset’s corporate and financial records to build a picture the Australian investor could rely on without needing separate local verification. Where a document did not exist or did not say enough on its own, we flagged it early rather than letting it surface during the investor’s own review.

Alongside diligence, we worked the valuation, translating RemoAsset’s numbers into a basis both sides could negotiate from. Valuation on a cross-border deal has to hold up under two different sets of assumptions about growth, risk, and comparable transactions, so this stage ran in parallel with diligence rather than after it.

From there we handled the Term Sheet and the SPA, carrying the commercial terms the two sides had agreed into contract language that reflected the US entity’s incorporation and the Australian investor’s position, without either party absorbing terms drafted purely for the other’s home jurisdiction.

Because the investment did not end at signing, we also set up milestone-based governance: a structure that ties investor rights and company obligations to defined checkpoints rather than leaving them implicit. That included a post-closing reporting cadence built so records stay audit-ready as they are produced, instead of being reconstructed later under pressure.

The outcome

The transaction closed, with diligence documentation in an audit-ready state and a governance structure already running on a milestone basis rather than being assembled after the fact. As with any cross-border investment, the deal terms and investor rights were negotiated between RemoAsset and its investor; our role was to prepare the diligence, valuation, and contracting work that let both sides reach and hold those terms.

What made it work

Running diligence and valuation in parallel, rather than sequentially, meant neither workstream discovered a problem the other had already priced around. And building the reporting cadence into the governance structure at closing, instead of treating it as a follow-up task, is what kept the deal audit-ready afterward rather than merely at signing. Every cross-border structure carries its own mix of jurisdictions and terms, so results and requirements will vary by deal.