Interviews with experts
Navigating Investor Relations and Capital Raising for Sustainable Growth
In today’s dynamic M&A environment, understanding the nuances of investor relations and capital management is essential to achieve long-term success. This is particularly true for tech-driven companies with a constant eye on growth. In this article, Tianyi Jiang, CEO at AvePoint, discusses how to navigate investor relations and best practices in capital raising discipline for sustainable growth in an increasingly competitive market.
Execution Insights in M&A
Acquiring companies is a long and complex process, that involves multiple teams. And from sourcing deals to integration, every stage offers opportunities for improvement. In this article, we will discuss key execution insights that can enhance your M&A practice, based on real-world experiences shared by Davis Thacker, Chief of Staff and Head of Corporate Development at Carta.
Executing Strategic M&A in Today's Market
Today, the M&A landscape is rapidly evolving, and the new regulatory environment presents a unique set of challenges and considerations that practitioners must understand to increase chances of success. With the heightened focus on scrutinizing large companies and cross-industry moves, strategic M&A requires a nuanced approach to maximize success and minimize risk. In this article, Todd Henrich, SVP Head of Corporate Development at Booking Holdings, discusses their best practices for better alignment with market conditions and regulatory frameworks.
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Managing Regulatory Compliance Risks in M&A
Navigating the complex world of mergers and acquisitions (M&A) can be a daunting task, especially when it comes to regulatory compliance risks. These risks are critical factors that, if not properly managed, can derail deals, increase costs, or lead to legal penalties. Understanding how to identify and mitigate regulatory compliance risks is essential for any company involved in M&A. In this blog, we will break down the key types of regulatory compliance risks and provide strategies to effectively manage them, helping you improve your M&A practice.
Strategic Perspectives on M&A
M&A is a powerful tools for growth, allowing companies to scale rapidly, acquire talent, enter new markets, or diversify their product offerings. However, M&A is also notoriously challenging, filled with complexities that go far beyond simple financial considerations. In today’s rapidly evolving business landscape, the strategic valu e of M&A lies not just in the transactions themselves but in the underlying approaches that ensure successful outcomes. In this article, Henry Ward, CEO at Carta, shares his strategic perspective on M&A and the evolving landscape of corporate acquisitions.
From Silos to Synergy: Best Practices for Uniting Diligence & Integration in M&A
One of the biggest challenges in M&A is bridging the gap between due diligence and integration. Often treated as separate phases, these critical steps are handled by different teams using various tools and processes, leading to disjointed communication, inefficiency, and costly missteps. In this article, we will discuss the best practices for uniting diligence and integration in M&A, featuring Matt Arsenault, VP of Corporate Development at Jamf, and Camilo Franco, Director of M&A Integration and Operations at Jamf.
How to Validate the Deal Thesis To Ensure M&A Success
In M&A, validating the deal thesis is a crucial step that can make or break the success of a transaction. Rushing into an M&A deal without proper validation can lead to costly mistakes. Acquirers may end up with a company that doesn’t integrate well or a deal that fails to deliver the expected value. They risk wasting resources and energy on deals that don’t contribute to their broader goals. But what exactly does it mean to validate the deal thesis? In this article, Jann Lau, Senior Director, Corporate Development at PayPal, gives us his insights on how to validate the deal thesis and ensure M&A success.
Insights on Portfolio Rebalancing in M&A
Insights on Portfolio Rebalancing in M&A In the fast-paced, ever-changing world of business, portfolio rebalancing has emerged as a crucial tool for companies to stay competitive, agile, and resilient. Whether it's private equity firms or Fortune 500 companies, the concept of portfolio rebalancing is becoming a central topic in boardrooms worldwide. In this article, we will discuss portfolio rebalancing thoroughly, featuring Gregg Albert, Managing Partner - Corporate Strategy and Mergers & Acquisitions at Accenture. “Every business unit now needs to prove its value to the overall organization. For publicly traded companies, this means proving its value to the market. This change starts at the board level and cascades down to the management team and business unit leadership.” - Gregg Albert. What is Portfolio Rebalancing At its core, portfolio rebalancing is the practice of regularly reassessing a company's business units, markets, and product lines. Portfolio rebalancing involves determining where a company has a competitive advantage and where it doesn’t. This concept is not just theoretical—research shows that companies actively involved in portfolio management, whether through acquisitions, divestitures, or joint ventures, outperform the S&P 500 by up to 700 basis points over ten years. For boards of directors, rebalancing is no longer optional; it’s essential. Faced with macroeconomic headwinds like rising interest rates, geopolitical tensions, and even global changes in democracy, companies must make difficult decisions about where they invest their resources. Over the past 10 to 15 years, the corporate mindset has undergone a significant shift. Previously, companies held onto their business units unless a compelling reason arose to sell. Today, that mindset has flipped. Each business unit must now prove its value not only to the company but also to shareholders. Public companies, in particular, need to show that every part of their organization contributes meaningfully to the market. Companies are adopting a "clean sheet" mentality, reassessing each business unit’s role in the broader portfolio. As corporate cultures and operating models shift, companies must be willing to sell off assets that no longer align with their strategic goals. Catalysts for Portfolio Rebalancing Activist investors have always been a part of the corporate landscape, but their influence has grown significantly in recent years. They often advocate for portfolio rebalancing, pushing companies to exit markets where they are no longer the advantaged player. But how do activists gain this influence? First, activists often acquire a significant amount of stock in a company, giving them a voice at the table. However, they don’t always need to buy large amounts of stock. In one example, an activist investor gained influence with less than 0.01% ownership in a major energy company by rallying other investors to support their sustainability-focused initiative. More importantly, activists bring a strong investment thesis, backed by deep research and analysis. It’s not enough to just hold an opinion. Activists conduct outside-in analyses, often with the help of firms like Accenture, to present a compelling case to the board and shareholders. Their goal is to create value for all shareholders, not just themselves, by encouraging companies to rethink their portfolios, exit underperforming markets, and refocus on core competencies. How to Think Like an Activist Investor One of the most valuable lessons companies can learn from activists is to adopt their mindset. Every company should be asking: What would attract an activist to my company? Common markers include: Declining market share: A company steadily losing ground to competitors. Market saturation: Limited growth potential in existing markets. Industry changes: Fundamental shifts in the industry that require a new approach. For example, in the automotive sector, the transition from internal combustion engines to electric vehicles has created significant opportunities—and challenges—for companies throughout the supply chain. Activist investors look for companies that are slow to adapt and push them toward necessary changes, like divestitures or strategic pivots. Improving M&A Practices: Lessons from Portfolio Rebalancing Portfolio rebalancing offers several insights that can improve M&A practices: Take a “Clean Sheet” Approach: Regularly reassess every part of your portfolio. What made sense for your company five years ago may no longer align with today’s market realities. This kind of self-assessment can help you stay ahead of activists and competitors alike. Prepare for Divestitures: Selling off parts of your business is not as simple as reversing an acquisition. Divestitures require their own set of skills and strategies, and companies need to develop "muscle memory" by practicing these transactions. Build M&A Capabilities Before the Deal: Don’t wait for a deal to start preparing. Companies that outperform in M&A have developed playbooks, practice scenarios, and stress-tested their processes long before an actual transaction takes place. As the saying goes, "When did Noah build the ark? Before the rain." Leverage the Close Window: Use the time between signing and closing a deal to ensure detailed planning. This is when the real work begins—preparing for Day One, aligning integration charters, and safeguarding against potential disruptions like customer attrition.
In-House vs. External Legal Insights in M&A
M&A When navigating the complex world of M&A, understanding the roles of in-house and external legal counsel can significantly impact the success of a deal. Each type of counsel brings unique strengths to the table, and knowing how to leverage both can help you mitigate risks, negotiate better terms, and ensure smooth integration post-deal. In this article, Anson Lau, Deputy General Counsel at LONGi Solar, discusses optimizing your M&A practice by effectively utilizing in-house and external legal resources.
The Role of CEO in M&A
Mergers and acquisitions are more than just signing deals and shaking hands. For CEOs, M&A is a test of leadership, strategy, and operational expertise. It's about steering a ship through uncharted waters, where the difference between success and failure often hinges on how effectively the CEO navigates the post-deal integration. Kevin Lynch, CEO and Board Member at Optiv, offers valuable insights into what it takes for a CEO to lead a successful M&A. Here’s what we can learn from his experience.
How to Execute Successful M&A as a CEO
Closing an M&A deal might feel like crossing the finish line, but every CEO knows it’s just the beginning. The journey ahead is filled with potential pitfalls—cultural conflicts, integration struggles, and unexpected obstacles that can threaten your strategic goals. Yet, with the right playbook, these challenges can be turned into opportunities for growth. In this episode article, we uncover the strategies every CEO should know to achieve M&A success, featuring Sanjay Poonen, CEO & President of Cohesity.
Dynamic Portfolio Strategy: Rebalancing Using Divestitures
Many companies find themselves burdened with a portfolio of businesses that no longer align with their strategic goals. By shedding non-core or underperforming assets, businesses can redirect resources towards strategic priorities, improve overall efficiency, and create long-term value for shareholders. In this article, Jerome Combes-Knoke, SVP of Strategy and Corporate Development at Dotmatics, discusses how optimizing your portfolio through divestitures reshapes its growth.
How to Run a Successful Cultural Integration
Mergers and acquisitions (M&A) are often seen through the lens of financial figures and market share. While these are undoubtedly critical, they're just one piece of the puzzle. Cultural integration is at the heart of M&A. It’s the glue that holds a merged company together, yet it’s one of the most challenging aspects. In this article, Court Carruthers, President and CEO at TricorBraun, discusses how to ensure your cultural integration is a success.
Unlocking New M&A Strategies: Uniting Venture Capital Insights and Public Equities in M&A
The dynamic nature of the M&A market makes it difficult to predict future trends and identify suitable targets. Intense competition for attractive acquisitions further complicates the process. These factors make developing and executing successful M&A strategies more complex. To help demystify this process, Thomas Le, Vice President of Corporate Development at Ziff Davis, offers his venture capital-inspired insights to unlock new M&A strategies in this article.
How to Execute a Balanced M&A Integration
Mergers and acquisitions (M&A) hold the promise of exponential growth, but realizing this potential hinges on a delicate balance. Successfully combining two companies requires harmonizing cultures, systems, and people; it's more than just paperwork. In this article, Karen Williams, Vice President of Corporate Development at Progress, discusses how to execute a balanced M&A integration.
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Transforming a Company Through Strategic Acquisitions
Strategic acquisitions can be transformative for companies, enabling growth, innovation, and market expansion. However, successfully navigating the complexities of M&A requires a deep understanding of the process and a clear strategy. In this article, Fred Heller, VP of Nuance, Corporate Development and Integration at Microsoft, shares his experience on how to transform a company through strategic acquisitions.
Uncovering Technical Debt For Better Technology Integration
In the world of M&A, understanding and managing technical debt is crucial for seamless technology integration. In this article, we’ll explore the concept of technical debt, its impact on IT infrastructure, and strategies for better integration with Tom Hearn, VP, Architecture at Insight.
How to Handle Global M&A
Executing global M&A deals presents unique and rewarding challenges. Success in these ventures requires a deep understanding of the cultural, economic, and political contexts of the target market. So, how can one address these deals strategically? In this article, Pablo von Siebenthal, Global Head of M&A at Swissport, talks about how to handle global M&A.
The Art of Executing Programmatic M&A
Opportunistic M&A can lead to bad acquisitions that don’t align with the company’s overall strategic goals. This creates a disjointed portfolio and integration challenges that could cause massive value leaks. In this article, Wolfgang Schenk, VP of M&A at Belden, discusses the art of executing programmatic M&A to increase the chances of M&A success.
Executing Transformative M&A to Change Business Models
Transformative M&A is becoming increasingly critical in today's business landscape, especially for industries facing significant regulatory and market pressures. In this article, we will discuss how to execute transformative M&A to change business models, featuring Tobias Gwisdalla, Head of Group M&A at GEA Group.
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How to Do M&A Deals in Germany
M&A processes can vary from country to country, making cross-border deals extremely challenging. Understanding the cultural differences is crucial for a smooth transaction. In this article, we focus on how to do M&A deals in Germany, featuring Frank Tepper-Sawicki, Partner, Corporate M&A, Private Equity, and Venture Capital at Dentons.
How to Make AI Practical in M&A
Artificial Intelligence has taken the world by storm, and there seems to be no way of stopping it. Every industry in the world has adopted AI, and M&A is no different. The integration of AI is revolutionizing how deals are sourced, evaluated, and executed. In short, AI is becoming an indispensable tool for M&A professionals. In this article, we discuss how to make AI practical in M&A featuring two AI specialists; Michael Bachman, Head of Research, Architecture, and AI Strategy at Boomi, Chris Cappetta, Principal Solutions Architect, at Boomi.
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M&A Deal Sourcing in the Tech Space
The technology industry is currently experiencing significant growth, particularly with the emergence of artificial intelligence. This trend has not only attracted significant investments but has also intensified the competition among tech companies striving to lead the market. This has made the tech space a prime area for M&A. Boomi is one of those companies who have recently made a significant move via acquisitions. In this article, we will discuss how to source deals in the tech space with Steve Lucas, CEO of Boomi.
Top 10 Things That Make M&A Successful
Here at M&A Science, our goal is to bring the best and most effective techniques to M&A practitioners and improve their practice. In light of our 300th podcast episode, we have compiled the top 10 things that make M&A successful, together with Michael Frankel, Founder and Managing Partner of Trajectory Capital.
How to Close Deals in 30 Days
When it comes to M&A, time is of the essence. As a buyer, it’s best to identify whether to pursue the deal or not as soon as possible, to avoid wasting money and time. Also, if the seller is a good target company, procrastinating could lead to more competition. In this article, Jeremy Segal, Executive Vice President Corporate Development at Progress, shares their strategy on how to close deals in 30 days.
Executing the Roll Up Strategy in the Tech Industry
In a highly fragmented industry, roll ups are a great strategy for growth. But integrating multiple entities can be difficult, especially if you don’t have a proven framework. Ntiva has been successful in their M&A strategy, and has completed 15 acquisitions as of today. In this article, Steven Freidkin, CEO and Founder of Ntiva, Inc. and Christopher Vollmond-Carstens, Chief M&A Officer at Ntiva, Inc., share their strategy on how to execute the roll up strategy in the tech industry
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Building Corporate Development Muscle
Creating a dedicated M&A function can be daunting for non-acquisitive companies. It’s a big commitment that could take away valuable time and resources from top level management. However, when done right, corporate development muscle can be built slowly, and organically. In this article, Kyle Price, Chief of Staff & Corporate Development at Roblox, shares his experience on how to start an M&A function slowly and successfully from scratch.
How to Start Executing the Roll Up Strategy in M&A
Roll ups are a great strategy for highly fragmented industries. It allows the platform company to increase its size, capabilities, and market presence through the acquisition and integration of other businesses. However, it can be challenging without a proper framework. In this article, Ivan Golubic, CFO, Corporate Development M&A at FastLap Group, shares his experience on how to start executing roll up strategy in M&A from scratch.
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How to Create an Executable Integration Plan During Due Diligence
Integration planning is one of the most important aspects of M&A pre-close. Planning after the fact will cause massive delays and value leaks for the entire deal. It is why the integration team must be involved during the due diligence phase. In this article, we will talk about how to create an executable integration plan during the diligence, featuring Jim Buckley, former Vice President, Mergers and Acquisitions Integration at VMware.
Uncovering Capital Allocation Strategies
Every company must have a strong capital allocation strategy to maximize its potential. Without it, the company may end up missing opportunities and spending money on things that won't help it grow or become more profitable. In this article, Keith Levy, Operating Partner at Sonoma Brands, shares his experience on successful and unsuccessful capital allocation strategies.
Roll Up Strategy in Private Equity
Private equity firms are established for the sole purpose of generating substantial financial returns for its investors. And one of the most effective ways of maximizing investment returns is the roll up strategy. This involves buying small-sized businesses in a highly fragmented industry and combining them into a larger platform. The goal is to improve efficiency and be sold later for a higher price. In this article, we will discuss roll up strategy in private equity with Gerry Williams, Partner at DLA Piper US LLP.
Corporate Diversification Through M&A
In a world where change is the only constant, businesses are continually seeking innovative ways to stay ahead of the curve. One such method that has gained prominence is the corporate diversification strategy, a multifaceted approach that can lead to new growth avenues and enhanced resilience. In this article, Tyler Rodewald, VP, M&A at EIS Holdings, discusses Corporate diversification through M&A.
Performing Strategic Due Diligence in M&A
Before doing M&A, it is crucial for acquirers to target the right business, in the right market. Otherwise, it could potentially be a costly mistake that would waste the company’s time and money. To prevent this, Andrey Galiuk, Vice President of Corporate Development and Investor Relations, shares his expertise on how to perform strategic due diligence in M&A.
How to Stand Up a Venture Capital Arm
In the ever-evolving business world, staying ahead isn't just about what a company does today, but how it prepares for tomorrow. This is where a venture capital arm comes into play. It is a specialized division within a larger company that focuses on investing in emerging startups and innovative projects. In this article, George Kellerman, VP, Head of Investments & Acquisitions at Woven by Toyota, and Alexander Baum, Corporate Development Lead at Woven by Toyota, share their experience on how to stand up a venture capital arm.
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How to Achieve Strategic Alignment From Top to Bottom
There is an intimate tie between M&A strategy and corporate strategy. To be truly effective, acquisitions must directly support the overarching goal of the company. But beyond that, there needs to be a strategic alignment with everyone involved. In this article, Camilo Franco, Director, M&A Integration and Operations at Jamf, shares their secrets on how to achieve strategic alignment from top to bottom.
Performing Cultural Due Diligence to Better Understand the Target Company
Most of the biggest M&A failures of all time are caused by culture clashes. Both companies cannot simply co-exist with each other, and instead of creating more value, they destroyed both of their businesses. This is why cultural due diligence is crucial in M&A. In this article, Ken Bond, Head of Corporate Development at Cetera Financial Group, shares his expertise on how to perform cultural due diligence to better understand the target company.
Strategic Alignment Between M&A and Corporate Strategy
Engaging in M&A activities just for the sake of doing them is one of the biggest reasons for failed deals. Without a well-defined purpose, these transactions can distract the business and waste massive amounts of resources. In this article, Baljit Singh, Corporate Development Leader, discusses the importance of strategic alignment between M&A and corporate strategy.
Overcoming M&A Challenges
Problems don’t usually surface at the early stages because it's the honeymoon phase. Both the buyer and the seller would like to see the deal happen, so they work together to build momentum. And often that means postponing dealing with some of the more difficult and contentious issues. However, these M&A challenges are inevitable and will arise as the deal progresses. In this article, Douglas Barnard, former Executive Vice President, Corporate Development and Legal Advisor at CF Industries, discusses effective strategies to overcome M&A challenges.
How Business Cycles Affect M&A Valuation
M&A valuation isn’t just about looking at the numbers. There are a lot of different factors that affect and contribute to the volatility of the M&A market. In this article, Allan Marks, Global Project, Energy & Infrastructure Partner at Milbank, discusses how business cycles affect M&A valuation.
Validating the Acquisition Plan
When executing M&A, having a structured approach to validating the acquisition plan is crucial. The worst thing any acquirer can do is to buy a business that doesn’t bring value to the parent company. Adam Harris, CEO of Cloudbeds, shared his insights on the M&A Science Podcast, outlining a meticulous 6-step process his company uses. Here’s a breakdown of these steps to help professionals streamline their M&A strategy.
Mastering M&A Integrations
A lot of times, M&A integration is considered only after closing the deal. It is often treated as an afterthought, and this approach is where many deal failures stem from. If we want to improve our M&A process and get better results from deals, we have to start updating our practices to the most efficient way of doing things. In this article, Seema Nimmagadda, Head of M&A Integration for North America at Woven by Toyota, discusses how to master M&A integration.
Using M&A Best Practices to Get Better Deals
In a highly competitive market, speed is crucial for companies wanting to do M&A. Especially with all the economic and market changes that’s happening, professionals must use M&A best practices to get better deals. In this article, Brent Baxter, Chief Executive Officer at Association for Corporate Growth, and Jeff Giles, VP, Corporate Development at Core & Main, share their strategies and experiences when executing successful M&A.
Connecting Diligence and Integration in M&A
It's common to see due diligence and integration as separate stages in M&A, but combining them can make the M&A process much smoother and more effective. But how exactly can we weave these two critical phases together effectively? In this article, Amy M Weck, VP, M&A and integrations at The Liberty Company Insurance Brokers, offers practical strategies in connecting diligence and integration in M&A for optimal outcomes.
How to Bridge Valuation Gaps in M&A
In M&A, it’s very common for buyers and sellers to disagree on the value of the business. If both parties cannot agree on the price, the deal could fall apart. However there are certain strategies and tools that both parties can use to compromise and be happy during closing. In this article, John Blair, Partner M&A Attorney at K&L Gates, shares best practices on how to bridge valuation gaps in M&A.
Transforming Existing Staff into M&A Experts
In the dynamic world of mergers and acquisitions (M&A), creating an effective team is crucial for success. This process can be complex and demanding, but also immensely rewarding. After all, having an internal team means having the capability of acquiring companies in the future, rather than treating M&A as one-time events. In this article, Birgitta Elfversson, Non-Executive Director at Netlight, shares her experience in transforming existing staff into M&A experts.
Negotiating Cross Border M&A
Navigating cross border M&A is one of the most challenging tasks for deal makers. There are a lot of intricacies involved that are unique to each country, and must be handled delicately. In this article, Jake Lin, Head of Corporate Development at Xendit, shares his best practices when executing cross border M&A, particularly in South East Asia.
Achieving Business Growth Through Strategic M&A
In today’s competitive global market, organizations need to leverage every tool in their arsenal to stay ahead of the curve. One of the best ways to do this is strategic M&A. With the right approach, M&A can drive significant growth, unlock fresh opportunities, and expedite the achievement of strategic business goals. In this article, Yoav Zeif, CEO at Stratasys, shares his experience on achieving business growth through strategic M&A.
The Challenges of Sell-side M&A
Every owner loves their business. This makes selling their company even harder than it already is. But aside from the emotional turmoil that founders go through every exit, there are also a lot of intricacies included in the process. In this article, Russ Heddleston, Co-founder & former CEO of DocSend, discusses the challenges of sell-side M&A and how to navigate them.
Pros and Cons for a Growth Company to Take PE Capital
Partnering with PE firms is a great way to exponentially grow a business and reach new heights. However, there are considerations that must be taken into account, before taking PE capital. Fully understanding them will increase chances of success, in the attempt to unlock the full potential of the business. In this article, Jason Mironov, Managing Director at TA Associates, discusses the pros and cons of taking PE capital.
How to Sell a Small Business Without a Broker
When times are good, big companies tend to ignore their smaller business units, as they operate smoothly on their own. It is only when the economy gets tough that these little businesses get more attention, and often seen as off-strategy or a distraction. That's when the company's leaders decide it's time to sell them, which is not ideal, as the business is no longer in their prime, making it harder to sell. But despite all these, Michael Frankel, Founder and Managing Partner of Trajectory Capital, joins us to share his best practices of selling a small business unit.