The company name alone suggests ambition. G=mc²—a deliberate echo of Einstein’s most famous equation—has built its reputation helping global brands navigate strategy through technology. Now, with fresh backing from Mobeus Equity Partners, the consultancy is preparing to scale that vision considerably further.
The investment, finalised this month, represents what co-founder Mark Luce described as a pivotal moment for the firm. Financial terms weren’t disclosed, but the deal required an eight-strong legal team spanning corporate, intellectual property, tax, banking, and employment law—a signal of the transaction’s complexity.
What G=mc² actually does sits at the intersection of traditional brand consultancy and AI-driven analytics. The firm works with what it calls iconic global brands, delivering technology-enabled strategic advice that goes beyond conventional market research. Exactly which brands remain under wraps, though the company positions itself as a market leader in this increasingly crowded space.
Mobeus Equity Partners, the growth investor behind the deal, has placed its bet on that technology backbone. Private equity interest in consultancy businesses has intensified over the past 18 months, particularly where firms can demonstrate proprietary tech capabilities alongside client relationships. For Mobeus, the move fits a pattern of backing service businesses with scalable platforms.
The legal architecture required to close the transaction was extensive. Freeths, the commercial law firm advising G=mc², deployed Corporate Partner Malin Svanberg Larsson to lead, supported by Corporate Senior Associate Hollie Robinson. IP Managing Associate Dan Cahill handled intellectual property matters—crucial for a tech-driven business. Tax Partners Claire Boyce and Managing Associate Nur Alzubeydi structured the fiscal elements, whilst Banking and Finance Partner Andrew Curtis worked the funding arrangements. Employment law, managed by Partner Laura Tracey and Associate Niamh Hogg, covered personnel implications.
That breadth suggests multiple moving parts: technology ownership, founder equity, management incentives, financing structures, staff retention packages. Standard components of a growth equity deal, yet each requiring precision.
“Working with Freeths on this transaction has been an outstanding experience,” Luce said. “Their deep expertise, pragmatic approach, and unwavering commitment ensured that every aspect of the deal was handled with precision and care. The team went above and beyond to navigate complex issues and deliver a seamless process, allowing us to focus on our vision for growth. We couldn’t have asked for a better partner to guide us through this pivotal moment.”
From Freeths’ perspective, the deal represents the kind of work the firm has increasingly targeted: high-growth technology-enabled businesses seeking capital to expand. Svanberg Larsson was emphatic about the strategic fit.
“We are delighted to have advised G=mc² on this transformative investment by Mobeus Equity Partners,” she said. “This partnership will enable G=mc² to accelerate its ambitious growth plans and continue delivering cutting-edge, AI-driven insights to some of the world’s most iconic brands. Supporting innovative businesses like G=mc² is at the heart of what we do at Freeths, and it has been a privilege to work alongside their exceptional team to bring this deal to fruition.”
The timing matters. January deal completions typically signal negotiations that ran through December, when many advisers and executives would rather be elsewhere. That the parties pushed through suggests urgency on both sides—G=mc² wanting capital deployed early in the year, Mobeus keen to secure the asset before competitors circled.
What the investment actually funds remains somewhat opaque. Growth plans, certainly. Expansion of innovative solutions, according to the announcement. In practice, that likely means hiring specialist staff, potentially acquiring smaller competitors, and expanding into new geographic markets. The consultancy space has seen considerable consolidation, with larger players snapping up boutique firms that bring either proprietary technology or blue-chip client relationships.
For G=mc², the AI-driven insights component appears central to its value proposition. As traditional brand consultancies face pressure from management consulting giants and specialist analytics firms, those that can demonstrate genuine technological differentiation have attracted investor interest. Whether that technology is truly proprietary or built on third-party platforms makes a material difference to valuation—another reason the IP legal work was essential.
Mobeus, for its part, hasn’t publicly detailed its thesis on the deal. The firm typically backs established businesses with proven revenue streams rather than early-stage ventures, suggesting G=mc² already has meaningful turnover and client contracts. Growth equity investors generally want to see a clear path to exit within three to five years, whether through trade sale or secondary buyout.
The consultancy’s unusual name—appropriating Einstein’s energy-mass equivalence formula—positions it as intellectually rigorous and scientifically grounded. Whether clients engage because of the branding or despite it is unknowable, though the firm has evidently converted enough iconic brands to attract institutional capital.
Freeths itself has been on something of a trajectory. The firm gained national recognition for its representation of 555 sub-postmasters in their High Court battle against the Post Office, one of Britain’s most significant miscarriages of justice. That litigation profile, combined with B Corporation certification and recent Law Firm of the Year wins, has elevated its market position considerably.
Still, the G=mc² transaction is bread-and-butter corporate work: a growing company taking investment to fuel expansion. The mechanics involved multiple legal disciplines, required coordination across several specialist teams, and demanded tight timelines. Standard complexity for mid-market private equity, yet essential to execute correctly.
What happens next depends largely on how effectively G=mc² deploys the capital. Ambitious growth plans require execution, and consultancies—even technology-enabled ones—ultimately sell expertise and relationships. Scaling that without diluting quality or losing key personnel represents the classic challenge for professional services firms taking institutional money.
For now, the deal is done, the capital is in, and the expansion can begin. Whether the equation that inspired the company’s name translates into exponential growth remains to be seen. By year-end, both Mobeus and G=mc²’s founders will have clearer evidence of whether the investment thesis holds.
