The strategy of raising capital 

Dillon prepares CEO’s of emerging companies for a capital raise(s). including, but not limited to:

• Optimal amount, timing and valuation for each investment round
• Creation and review of pro-formas
• Structuring term sheets
• Review of PPM’s and investor documents
• Background checks
• Assistance with recruitment and selection of key executives
• Preparation and/or review of power points and websites
• Building data rooms for investor due diligence,
• Qualifying current and recommending potential board members

Other Advisory Services

• Coaches CEO’s and management teams before, during and after capital raises. Dillon has developed a proprietary 20-point criteria in order to evaluate and give feedback to CEO’s to enhance performance.
• Dillon targets companies which are between 3-10 years in existence where the founders may still actively involved in the company, and where CEO and other key management and board positions may have undergone recent change.
• Dillon will only engage with a maximum of 2 to 3 companies at the same time.

 WHY?

Dillon Capital will spend 100% of its time working exclusively with companies in the health, wellness, and longevity sectors, including both mental and physical health. It goes without saying that all research points to the idea that mental and physical health are inseparably linked to each other.

This includes but is not limited to companies which are involved in healthcare (excluding pharma), production of organic plant-based foods, water, companies that have solutions to microplastics both in the air and water, the herb and spice businesses, biotech (including research-backed medicinal benefits of psilocybin and marijuana), cosmetics and beauty products such as skin care, shampoos, and sunscreens that have no chemicals or artificial ingredients of any kind, as well as medical tech and medical device companies.

Dillon helps companies grow exponentially by bringing in its value-added and strategic relationships that have been developed over forty years in business. Dillon and the hedge funds run by Flink have worked with the management teams and boards (both corporate and advisory) of hundreds of small cap public and private companies. Through these hedge funds founded by Flink him as well as personally, Flink has overseen private placement investments in over five hundred companies during a twenty-year period with capital deployed greater than $800 million. Approximately 90% of these investments were private placements in micro and small cap companies, whereas the other 10% was in private companies.

Dillon, as a consulting and advisory firm, operates under the philosophy of having ‘skin in the game’. Meaning, it invests its own capital in most companies it works with, both public and private. It seeks out great entrepreneurs, founders, and CEO’s who have a track record in business that spans well beyond the time they have spent in their current endeavors. Dillon Capital also works with companies in all stages, including companies that are less than a year of operating history to companies that have been in existence for ten to fifteen years or more. Included in the past two decades are companies in the U.S., Canada, Israel, South America, Southeast Asia, and Europe.

The mission of Dillon Capital, LLC is to only work with companies and management teams that I am willing to personally invest in so that I am an owner and all the stakeholders are aligned, working in the same direction toward the same goals- to build a world class company and achieve successful exit sometime in the future.

HOW?

The principals of Dillon have been researching and investing in small, emerging public companies for over 30 years, and to a lesser extent, private. Through two funds as well as on a personal basis, I have invested in over 400 companies and invested in excess of $800 million. Through that process, I have interviewed over 800 management teams, and reviewed thousands of business plans, pro-formas, etc…

I believe that the consulting business is partially broken in that consultants and/or advisers rarely if ever invest in the companies with whom they are working.

They have no skin in the game

Reasons such as ‘conflicts of interest’ frequently emerge, yet Dillon believes it is more about wanting to be riskless. That is a one-way street.

The consultant gets compensated in cash only, so they are taking money from companies who badly need it to grow their businesses. Therefore, part of Dillon’s model is to invest in these companies, and structure part of the fee in cash and the remainder in a form of equity- restricted stock, warrants or options.

Who?

Not all companies, management teams, and board members are created equal.  All potential companies must be accredited, and can be categorized into strategic, value added and high maintenance / minimal value.

We assist our clients in assessing potential values to seek the highest caliber and quality of relationships.  With our three decades of investment experience, we assist our clients in introducing them to strategic relationships that can bring more than just capital.