Strategic Mergers & Acquisitions Advisory

Our M&A advisory portfolio strategy for mergers and acquisitions, private equity funds, and their portfolio companies employs a vendor due diligence approach that takes the perspective of a potential buyer, emphasizing key areas of interest. We identify revenue-generating segments, assess growth potential, and recognize any associated risks. This 'buyer lens' strategy enhances the sales process, particularly in auctions, by providing valuable insights and a solid fact base that complements publicly available data, ultimately supporting effective post-merger integration.

In exit planning, our M&A advisory services help identify the best natural buyer and develop a strategic thesis, starting as early as pre-acquisition. Our process encompasses value creation, vendor due diligence, and the formulation of an equity story and ownership strategy, ensuring a smooth transition during post-merger integration.

We work closely with clients to objectively present market dynamics and the company’s position within them, particularly in the context of M&A advisory. By simplifying complex information, we ensure potential buyers gain a clear understanding of the market landscape related to mergers and acquisitions. This equips them with the insights needed to make informed decisions. Additionally, we collaborate with sellers to effectively communicate the business's potential during post-merger integration, acting as a trusted third party throughout the process.

Mergers and Acquisitions (M&A) transactions frequently fall short of generating the expected value or synergies, with failure rates estimated between 50% and 70%. Following the deal stage, challenges such as post-merger friction, insufficient sustainable integration, or the mistaken belief that post-merger integration (PMI) can be managed as a secondary task often result in a loss of the potential that initially motivated the merger or acquisition decision.

Extensive post-merger integration (PMI) preparation should commence no later than the signing date to ensure Day 1 readiness for the acquisition, followed by a phased integration implementation. Our experience in M&A advisory demonstrates that initiating PMI planning during the due diligence phase of mergers and acquisitions yields the best results.

Over the years, we have supported a wide range of post-merger integration efforts across industries, from large prominent mergers and acquisitions to helping mid-market champions realize their full potential.