Find the problems before you own them.
Buying another company can grow the business quickly. It can also strain the one you already run. The price, the cost of combining the two, and the financing all need to be worked out before you commit. We build the model, test the assumptions, and prepare the numbers your lender or investor will ask for.
Evaluating the target
What the seller’s model says, what it leaves out, and whether the business case still holds after the seller’s adjustments are stripped out. We build the model and pressure-test the assumptions before you make an offer.
Integration
What it will cost to combine finance, systems, and reporting, and in what order to do it, so the company you bought keeps performing and the one you had keeps running. We stay through integration planning.
Lenders and investors
A credit facility or an equity round puts your numbers under close review. We prepare the package, anticipate the questions, and make sure the forecast in the deck matches the one the business runs on.
The work, specifically.
Target financial review
The target’s reporting, earnings quality, customer concentration, and working capital, with each concern ranked by what it could cost you.
Financing model
What the deal does to cash, debt service, and covenants under more than one scenario.
Lender and investor packages
Reporting and a forecast built to answer the questions a credit committee or investor will ask.
Acquisition evaluation
Target modeling, synergy and integration cost estimates, and a business case that survives the seller's spin.
Integration planning
Finance, systems, and reporting integration sequenced so what you bought keeps performing.
Advisor coordination
Working alongside your M&A attorney, banker, and CPA so the financial story is consistent across all of them.
Start with a thirty-minute call.
We’ll talk about where the company is headed and whether this is the right work to do first. If it isn’t, we’ll say so.