How dealmakers should read corporate advisory strategy shifts in 2025

The phrase corporate advisory strategy shifts captures how banks, markets and regulators are changing dealmaking today. In the past week, big moves by lenders, policymakers and courts have pushed capital, risk and timing in new directions. Therefore, advisers and corporate leaders must rethink where capital flows, how risks are shared, and when deals can close. This post stitches five linked developments into clear takeaways. Additionally, it explains practical actions firms can take now.

## JPMorgan's $10bn bet and corporate advisory strategy shifts

JPMorgan’s pledge to back reshoring with up to $10bn is a wake-up call for dealmakers. Jamie Dimon framed the move as addressing dependence on “unreliable” sources of materials that are essential for national security. Therefore, large banks are no longer just financiers; they are active participants in national economic strategy. As a result, corporate clients will see capital steered toward onshore projects and suppliers that meet security and supply-chain resilience tests.

For advisers, this matters in three ways. First, valuation and return models must factor in government support and potential incentives for domestic investment. Second, M&A and private capital activity could cluster around sectors deemed critical — semiconductors, advanced manufacturing and certain raw materials. Third, long-term contracts and supplier consolidation deals may gain priority because they secure predictable inputs.

Moreover, this reshoring push will change timing. Deals that align with national security priorities may get faster approvals or preferred financing. Conversely, deals tied to contentious overseas suppliers could face higher scrutiny. Therefore, advisers should map their clients’ supply chains and flag where financing partners could influence strategic choices. Looking forward, expect more targeted capital pools and bespoke advisory products designed for reshoring projects.

Source: FT

Geopolitics, tariffs and the speed of deals

Geopolitical tone matters for markets and for deal calendars. Stock markets reacted when the US president adopted a softer line on China after threatening 100% tariffs. Therefore, market sentiment can flip quickly and with big consequences for capital raising and cross-border transactions. Because risk premia move on headlines, advisers must work in tighter windows and prepare contingency plans.

For corporations, the immediate impact is on pricing and certainty. When tensions ease, equity markets can rebound, improving IPO windows and financing terms. Conversely, escalations can push investors to demand higher returns or walk away. Additionally, policy ambiguity affects where buyers look for targets. Buyers may favor domestic deals or jurisdictions with clearer regulatory landscapes. As a result, strategic timing — not just valuation — becomes critical for successful transactions.

Advisers should, therefore, build scenario playbooks. These include quick pivot strategies for marketing deals, covenant flexibility in financing documents, and alternative venues for listing or debt issuance. Moreover, cross-border M&A teams must coordinate with regulatory, political and risk advisors. In short, geopolitics is now a speed governor on deals. Firms that plan for sudden shifts will win better terms and avoid costly last-minute renegotiations.

Source: FT

India IPO window and corporate advisory strategy shifts

India is poised for a blockbuster IPO month, with about $5bn in listings and major names like Tata Capital and LG Electronics India taking advantage of a rebounded market. Therefore, regional capital markets can offer alternate pathways when global sentiment is choppy. Consequently, advisers should monitor where investor appetite exists and be ready to redirect clients toward attractive local windows.

This development highlights a key shift. First, companies that can list in buoyant regional markets may secure better valuations and more stable investor bases. Second, advisers must be nimble in timing and messaging to align with local investor expectations. Third, cross-border issuers may need to tailor governance disclosures and investor education to new audiences.

Additionally, this IPO activity suggests that supply and demand for capital are uneven across regions. While some markets tighten under geopolitical stress, others open. As a result, diversification of listing strategies becomes a practical tool. Advisers can help clients by running simultaneous readiness programs: one for a primary market and one for alternative exchanges. This doubles the chance of hitting an optimal window. Looking ahead, firms that develop local market expertise and placement relationships will capture more of these episodic windows for clients.

Source: FT

Lloyds charge, provisions and governance implications

Lloyds will take an extra £800mn charge over car finance mis-selling, bringing its total provision to almost £2bn. Therefore, regulatory rulings remain a live risk for banks and their clients. For advisers, this underscores the importance of governance, compliance and forward-looking provisioning in transactions.

Mis-selling and similar legacy issues can change the economics of deals overnight. As a result, buyers and lenders must dig deeper into historic conduct risk and the adequacy of reserves. Moreover, sell-side advisers should be prepared to explain remediation plans and how provisions were calculated. Because provisions can affect capital ratios, they also influence a bank’s capacity to fund or underwrite new deals.

For corporates, transparency is crucial. Buyers will ask for clearer warranties, indemnities and escrow structures. Additionally, regulators may demand remediation actions that affect earnings and cash flow. Therefore, effective deal structuring now often includes stronger conditionality and staged payments tied to regulatory outcomes. Looking forward, advisers must blend legal, regulatory and financial analysis early in a transaction to avoid surprises and to preserve valuation.

Source: FT

Court ruling, creditor dynamics and corporate advisory strategy shifts

A court decision in the ConvergeOne restructuring is reshaping how creditors negotiate and how restructurings are run. Therefore, creditor-on-creditor disputes are receiving new legal scrutiny and that changes the playbook for distressed M&A. As a result, advisers and restructuring teams must move faster to reset claims and settlement expectations.

This ruling has practical consequences. First, negotiation timelines can compress because parties scramble to reassess legal positions. Second, the balance of power among creditors may shift, altering recovery expectations and bid strategies. Third, transactions in the distressed sector may need revised documentation to reflect the new legal backdrop.

Advisers should therefore update restructuring templates and consider more conservative recovery models. Additionally, communication plans with stakeholders — lenders, bondholders and suppliers — must be more proactive. Because court precedents can ripple across similar cases, teams should also review ongoing deals for contagion risk. Looking ahead, expect more mediated resolutions and structured settlements that reduce head-to-head creditor fights. Firms that prepare streamlined negotiation processes and clear claim pathways will help deals close faster and with fewer surprises.

Source: FT

Final Reflection: Navigating a faster, more politicised deal landscape

Across these stories, a clear theme emerges: the corporate advisory landscape is shifting under the combined pressure of policy, markets and law. Banks are directing capital toward national priorities. Geopolitical signals speed or stall markets. Regional IPO windows open when others close. Meanwhile, governance and court rulings can rewrite risk expectations overnight. Therefore, advisers must adopt a multi-dimensional playbook that blends financing creativity, regulatory foresight and rapid scenario planning.

Practically, that means three things. First, map strategic dependencies — supply chains, regulatory exposures and capital sources. Second, build modular deal processes that let teams pivot between markets and structures quickly. Third, deepen cross-disciplinary teams so legal, political and financial experts work together from day one. If advisers do this, they will help clients capture windows of opportunity and manage shocks with more certainty. Ultimately, corporate advisory strategy shifts are not a one-off change. They are a new operating rhythm. Firms that adapt will turn disruption into advantage.