Large banks serve companies above $250M. Local brokers serve below $5M. Mid-sized operators, foreign founders entering the US, and asset owners between $10M–$100M are caught in the middle.

Slingstone exists to close those gaps.

60%

of foreign companies entering the US fail within five years — not because of bad products, but because of misread regulations, mispriced capital, weak distribution, and the wrong early partners.1

$1.2T

in US commercial real estate debt matures through 2027. The owners holding those assets often need structured solutions, not a sale sign.2

The Advisory Gap

01
Discipline from institutions, applied at boutique scale.

LEAN methodology developed at a global semiconductor equipment manufacturer — applied to mid-sized operators and growing US ventures.

02
Cross-border by design.

Built for founders moving capital and businesses across borders — particularly between Asia and the United States. The firm knows what regulatory and operational friction looks like.

03
Two tracks, one philosophy.

Two tracks, one belief: value is created through the right structure — operational or transactional — executed with precision.

04
Selectivity as standard.

A limited number of clients each year. Engagements that do not fit are declined. This is the operating model.

Slingstone organizes its work and its network across five foundational industries.

Real Estate Development
The physical foundation
Logistics
The movement of goods and people
Food & Beverage
Daily sustenance and consumer reach
Education
Talent and human capital
Finance Systems
The capital that powers the rest

Slingstone builds a network across these pillars where clients support one another — a logistics partner finds warehousing through a real estate partner, financed by a capital connection, staffed through education partners. The network compounds with every addition.

Companies under $1M in revenue or pre-revenue ventures without traction.
Engagements above $250M in enterprise value or transaction size — institutional banks are better suited.
Industries Slingstone declines on principle: adult entertainment, gambling, weapons, predatory lending.
Founders or owners seeking a vendor rather than a partner.
Engagements that would create a conflict of interest with existing Slingstone clients.

If it is not a fit, we say so directly.

Daniel Woo Young Lim
Founder & Managing Partner

Daniel founded Slingstone after careers in operational excellence at a global semiconductor equipment manufacturer, cross-border capital deployment, and real estate development. He brings LEAN-based operational transformation and US transaction structuring — two disciplines that rarely sit in the same firm. Bilingual in Korean and English. Based in Southern California.

1 Harvard Business Review research on foreign market entry; figure varies by sector and source between 50–70%.

2 MSCI Real Capital Analytics, 2024.

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