Validate the acquisition
Coordinated quality-of-earnings work, asset appraisals and inventory counts to confirm assumptions and surface transaction risks.
Selected work · 02
Acquisition · Capital raising · Integration
Financing and integrating a transformational acquisition
A buyer acquired its largest competitor, tripled sales and became a market leader.
The situation
What was at stake.
The target operated as a division of a large company, making diligence and separation more complex than a conventional standalone acquisition. The buyer also needed a financing structure that covered the purchase, working capital and integration costs.
After closing, duplicate systems and finance teams had to be consolidated while shared services, including payroll, insurance and technology, were rebuilt independently.
The work
A focused path from problem to outcome.
Run the financing process
Worked with lenders to structure the acquisition and secured competing proposals for the full senior-debt program, plus junior capital for working capital and integration.
Integrate and simplify
Consolidated financial records, policies and teams; scaled corporate services; and later led the divestiture of a non-core startup acquired with the transaction.
Results
What changed.
$20M+Acquisition financing
4Competing term sheets
3×Sales after acquisition
6 mos.LOI to close
The acquisition closed within six months, consolidated sales and profitability increased approximately threefold, the company became a market leader in a key segment and the non-core business was sold to a strategic buyer.
Why this experience matters
The circumstances change. The disciplines do not.
Clear financial information, realistic forecasts, disciplined preparation and credible stakeholder communication create more options when a financing or transaction becomes difficult.
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Facing something similar?
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