MERGERS & ACQUISITIONS

Mergers & Acquisitions

Discreet introductions and specialist support for acquisitions, succession and business sales.

DISCRETION. INTEGRITY.
COMMERCIAL PURPOSE.

ACQUISITION AND SUCCESSION

Find the right fit
for the business.

If you are looking to acquire, we start with what the purchase needs to achieve. You might want to enter a market, add a capability or extend your reach. We turn that objective into search criteria and research businesses that could fit.

If you are considering a sale or succession, we start with what you want to protect or pass on. That might include continuity for staff and customers, the company’s identity or a role for you during the handover. Those priorities help shape which buyers we consider.

We agree who to approach, what can be shared and when to make an introduction. The aim is to give both parties enough context to decide whether a first conversation is worthwhile.

THE SUPPORT AROUND THE INTRODUCTION

From a search
to a considered transition.

Three people reviewing documents together at a table

Find suitable businesses or buyers

A buyer may want to enter a new market, add a capability or expand its geographic reach. An owner planning succession may want a buyer who can preserve key relationships and give the team continuity. We agree the criteria with you, research relevant businesses or buyers, prepare a non-confidential outline and approach agreed contacts to establish whether there is a basis for discussion.

Depending on the brief, you receive a shortlist with the reasons each party fits, together with a record of initial interest and suggested next steps.

Understand how the businesses work

Specialist partners can carry out separately scoped people and cultural due diligence. They can examine leadership, decision-making, working practices and reliance on key people, drawing on interviews and agreed organisational material.

Their findings can highlight differences between the businesses, risks to address and questions for further investigation. Legal, financial and tax advisers cover their respective parts of the transaction.

Prepare to bring teams together

Where integration support forms part of the brief, specialist partners can help leaders identify critical relationships, agree priorities for the first weeks and plan how to communicate changes to teams.

Outputs can include a people integration plan, named owners for actions and a schedule for reviewing progress.

Practical ways we can help you.

If you’re looking
to acquire

Set the search criteria
Define the capabilities, markets, geography and scale that would make a business worth exploring.
Build a shortlist
Research potential targets, explain why each fits and approach selected owners where agreed.
Prepare for the people decisions
Bring in specialist partners to assess leadership, working practices and key-person dependencies, and to help plan integration where needed.

If you’re considering
a sale or succession

Define a suitable buyer
Agree what matters for the business, from continuity for employees and customers to the owner’s future involvement.
Explore interest discreetly
Identify potential buyers, agree what can be disclosed and establish whether there is enough common ground for a conversation.
Prepare for a handover
Bring in specialist partners where helpful to identify critical relationships, leadership responsibilities and practical transition priorities.

A PRIVATE CONVERSATION

Discuss an acquisition,
succession or sale.

Share a short, non-confidential outline of what you want to achieve and what matters most in a potential counterparty.

Begin a conversation

Mergers & Acquisitions

Find the right fit
for the business.