Mergers and acquisitions

What this involves

The work inside mergers and acquisitions.

Strategy and targeting

We decide whether an acquisition is the right way to reach a goal, and if so, which targets are worth pursuing and what they are genuinely worth.

Due diligence

We look hard at a target's commercial reality, its operations, and its numbers, so the buyer knows what they are getting before they commit.

Integration

We do the work of combining two businesses, which is where most deals succeed or fail, and hold it together through the difficult first year.

Separation and divestiture

We help owners carve out and sell a business cleanly, and stand up what remains so it runs on its own.

Our approach

The work is after the signing.

Most deals disappoint in the integration, where the real difficulty was underestimated at the start. We treat the work after signing as the real work, and we stay for it.

We are candid before the deal too. If the numbers do not support the price, or the two businesses will not combine well, we say so while it is still cheap to walk away.

When we are called in

The situations behind this work.

An acquisition is on the table and the board wants an independent read.

A deal has closed and the integration is stalling.

A group needs to sell a division without disrupting the rest.

Growth by acquisition is the strategy and there is no repeatable way to do it.

Bring us the problem.

Tell us where the business is stuck. We will tell you what we see, what we would do about it, and whether we are the right firm to do it.

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