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We recently had the opportunity to connect with Andrew Greystoke about how he brings new ideas to life, and what the future holds for Pantheon International Advisors.
Pantheon International Advisors Limited is a strategic advisory firm specializing in corporate finance, mergers, and acquisitions, with a focus on supporting the growth of small and medium-sized enterprises (SMEs) globally.
Leveraging decades of experience in banking, finance, and law, the firm provides expert advice on domestic and international expansion, helping companies navigate complex financial landscapes and achieve sustainable success.
Who is Andrew Greystoke?
Andrew Greystoke is a solicitor and member of the New York Bar, with over 40 years of experience in SME growth. Initially trained as a barrister, Andrew transitioned to NM Rothschild & Sons Limited as a Corporate Executive. His career has seen him hold senior roles in various banks and financial institutions, as well as manage a solicitors’ practice for many years.
Andrew also served as a Westminster Councillor for eight years, and is the author of the standard textbook on Takeovers and Mergers. Andrew is currently a Director at Pantheon International Advisors Limited, where he provides strategic development advice to support the domestic and international growth of emerging companies.
Here’s what Andrew had to share about his journey, day-to-day operations, and insights into the world of business and finance.
What does your typical day look like, and how do you make it productive?
Since our business is largely international, I spend about 50% of my time traveling, primarily focusing on projects in the U.S. Recently, I was progressing a project in Mexico. My office day typically starts at around 8:30 a.m. and finishes at approximately 6 p.m. It’s often said that I “lunch for a living”—and I believe there’s truth to that. I find lunch to be an important time to pull people away from their phones and have meaningful discussions. Many productive outcomes have come from lunch meetings!
How do you stay informed about industry trends and emerging technologies?
I keep myself informed by reading a wide range of financial and technology press. Additionally, I receive valuable insights from my colleagues, who share information about key developments. Staying current is crucial in our field, where innovation moves quickly.
Can you recall a significant challenge or failure you faced and how you overcame it?
A recent investment opportunity with Westminster Group comes to mind. A close contact recommended it, but the target investors didn’t conduct proper due diligence. The project was complex, but after more thorough analysis by Pantheon, we identified its true potential and decided to invest as a principal. What started as a challenge ultimately turned into an opportunity.
What is your approach to starting a new project?
I always start with a detailed analysis. I focus on the history and capabilities of the management team, followed by an examination of the market and competitors. The final step is conducting a risk-reward analysis. Without that deep dive, it’s hard to make informed decisions.
What’s the toughest decision you’ve had to make in recent months? What was the outcome?
Severing a long-term client relationship was one of the hardest decisions I’ve made recently, but it was the right call under the circumstances. I don’t regret my decision because it was necessary for the continued success of my firm and my team.
What was the worst job you’ve ever had, and what did you learn from it?
Early in my career, I worked on the boning floor at a pig slaughterhouse. It wasn’t glamorous, but I learned a lot about union practices and how people could get paid without working. It taught me the importance of efficiency and productivity—lessons I still carry with me today.
Tell us about a skill you taught yourself. How did you go about learning it?
Financial numeracy is something I’ve taught myself over the years. I’ve read countless financial statements and reports to become proficient. This skill is invaluable, especially when assessing new business opportunities.
Who in your life or career has had the greatest impact on you, and how?
Three people come to mind: Harold Stassen, former U.S. presidential candidate and governor of Minnesota, who was a beacon of integrity; Jim Slater, who introduced me to creative corporate finance; and Gerald Ronson, who taught me the art of building successful businesses. Each of these mentors left a lasting impression on me and shaped my approach to business.
What do you think makes you successful?
I’d say professionalism and tenacity. Once we identify a project, we conduct very detailed independent due diligence with a distinct focus on management reputation and capability. I believe that attention to detail and commitment to seeing things through have contributed greatly to my success.
What is one book that you recommend everyone should read, and why?
Corporate Lifecycles: How and Why Corporations Grow and Die and What to Do about It by Ichak Adizes is an excellent read. It offers insights into the evolving nature of corporations and explains why companies need to adapt their management and structure as they grow.
What’s Next for Andrew Greystoke?
Our focus remains on helping SMEs achieve sustainable growth and success. With our vast experience in corporate finance and a strategic approach to emerging markets, we plan to keep developing innovative strategies for our clients. We are also excited about expanding Pantheon’s presence in the international market, particularly in the U.S.
