Expert thinking on productivity, intangible asset valuation, growth strategy, and building more valuable businesses.
A data room is where a buyer's diligence either confirms your story or starts finding reasons to pay less. This is the seller's how-to — the folder structure, the evidence, and the gaps that chip the price.
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The headline price gets agreed at heads of terms. What you actually keep is decided afterwards — in the earn-out, the warranties, and the disclosure letter. Here is what to watch, and when to walk.
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Most first acquisitions do not fail on the spreadsheet — they fail on the things the spreadsheet never captured. Here are the ten traps a first-time acquirer hits, and the discipline that avoids each one.
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The best price rarely comes from the first buyer who calls. It comes from a process that finds the right buyers, approaches them in confidence, and makes several of them compete. This is how to find a buyer for your business.
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A multiple of earnings is where a valuation starts, not where it ends. Here is how a UK acquirer prices a target — normalising the earnings, testing the intangibles that produce them, checking comparables, and modelling the allocation before completion.
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A buyer prices your business through its intangible assets whether they name them or not. Here are the ones that earn a premium in a sale — and how to evidence them before diligence goes looking.
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The balance sheet shows you plant, stock and cash. It barely shows the brand, the customers, the people and the contracts — the intangible assets that produce most of a target's earnings. Here is the buyer's lens for seeing them.
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The deal closes and the real work begins. The first 100 days decide whether the synergies you paid for are realised or lost. Here is the operator's 100-day integration plan for retaining people, customers and the intangible assets underneath the price.
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A seller wants a share sale. A buyer usually wants an asset sale. The structure you land on decides your tax, your risk and how the intangibles are valued. Here is the UK trade-off.
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Diligence is not a box-ticking exercise you run after you agree a price. It is how you decide what the business is worth — and what to do about the risks you find. Here is the operator's checklist.
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Organic growth compounds slowly. Acquisition adds revenue, capability and scale in a single step — and a larger group often re-rates. Here is how UK operators build a buy-and-build strategy that survives diligence.
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Few acquisitions are paid for in cash. The deals that get done are assembled from a stack of funding sources — and the stronger the target's intangible base, the wider your options.
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