Buy-side and sell-side advisory, deal structuring, due diligence preparation, and post-transaction value realization for middle-market businesses and their investors.
Middle-market M&A is won or lost in the details that buyers find—or don't find—during due diligence. Our transaction practice is built around the principle that the best deal outcomes are engineered well before a process launches. That means identifying and addressing value gaps, building the data room narrative, and preparing management for the scrutiny that comes with any serious buyer.
On the buy side, we support acquirers and their investors in understanding whether a target's apparent strengths hold up to rigorous analysis. Strategic fit is rarely the issue—operational, financial, and cultural integration risk is where acquisitions fail. We map those risks ahead of close, price them appropriately, and build integration plans that begin before the ink is dry.
For businesses that aren't ready to transact today, we run exit readiness engagements that typically span six to eighteen months—resolving the specific issues that would suppress valuation or create buyer concern, and positioning the business for a competitive process when the time is right. Trajectory Analysis is the diagnostic engine for this work.
Trajectory Analysis was designed with transaction outcomes in mind. The five-dimension assessment produces exactly the kind of comprehensive business intelligence that informs valuation, de-risks buyer due diligence, and supports a stronger negotiating position. For sellers, it surfaces and resolves the issues a buyer will find anyway—on your timeline, not theirs.
Completed an exit readiness engagement for a healthcare services business that identified $800K in normalized EBITDA obscured by owner compensation structure, directly improving the transaction multiple.
Conducted operational and financial due diligence for a PE firm's acquisition of a regional distributor, identifying working capital issues and customer concentration risk that informed a $4.7M purchase price adjustment.
Built a 100-day integration plan for a payments company merger, prioritizing systems consolidation and customer communication to preserve a combined NPS above 70 through the transition.
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