Deals strategy and operations

We work with corporates, private equity firms, and investors to assess deal opportunities—validating the target’s market position, performance, business strategy, and sources of competitive advantage.

Our strategic and commercial due diligence spans the deal continuum: pre-deal (market due diligence), deal execution (commercial due diligence on the target), and post-deal (strategic value creation).

A typical commercial due diligence provides an independent view of the target by:

• Estimating the market size and the growth potential of the target’s business 
• Analysing the competitive landscape and the target’s competitive position 
• Assessing key customers and relationship strength, including conducting customer referencing for independent feedback 
• Testing the achievability of projections, highlighting high-risk assumptions, calibrating adjustments, and identifying potential upsides

Whether driven by a strategic pivot, market opportunities, industry developments, capital raise, or meeting regulatory requirements, we design practical and executable strategies that unlock sustainable growth and elevate enterprise value.

Combining rigorous market intelligence, financial analytics, and deep sector expertise, we craft a compelling, defensible case for investment. A detailed business plan and strategic roadmap entails:

• A unique value proposition grounded in market realities 
• A target market and go-to-market strategies 
• A robust financial model to support the business plan, taking into account key drivers of growth, revenue sources, and investment requirements 
• Evaluation of organic versus inorganic growth options (make or buy) to support the business model 
• A strategic roadmap highlighting critical success factors and future rollout plans

Disruption and industry convergence are redrawing competitive lines. To stay ahead, entrepreneurs and investors must pivot to future-fit business models.

Value creation in deals has never been more relevant. It means looking beyond the mechanics of a merger, acquisition, divestment, or execution to ensure no value is left on the table.

Our deal value architects bring sharp commercial judgement and end-to-end M&A execution capability to unlock additional value for your business and shareholders.

What value creation in an M&A transaction entails:

• Creating a step-change to future-proof your business 
• Delivering more value to your shareholders by focusing key levers that have the greatest impact on your business 
• Exceeding your value ambitions on the transaction

What this means if you’re a buyer:

• Traditional 100-day planning is no longer enough; you need to arrive with a value creation plan 30 days before signing 
• Your diligence team should stress-test your value creation plan before signing—not after

What this means if you’re a seller:

• Exploring how a sell-side due diligence (commercial + value creation, financial + tax) to evidence the full potential of your business or asset—unlocking additional value from optimising revenue growth and cost levers

Find out more about Value Creation in Deals here

Turning deal intent into delivered value requires relentless focus and disciplined execution. Even seasoned dealmakers acknowledge that integrations may under-deliver. Here’s how we can help:

• Focusing on the value agenda and maintaining tight control over scope and cost to support people through change—and ensuring plans are owned by management 
• Addressing the immediate concerns of the acquirer over the first 100 days of the acquisition with detailed action plans to deliver value from the deal 
• Running project management to keep objectives and progress on track 
• Building robust business and synergy cases 
• Assessing integration readiness 
• Verifying due diligence and equipping teams with practical methods and tools

Whether you’re divesting part of your business or targeting a disposal, a carve out process is an opportunity to challenge and optimise operating models.

Our approach focuses on what matters:

• Designing a fit-for-purpose, cost-efficient standalone operating model 
• Preparing robust and executable separation plans to safeguard the core business 
• Defining flexible transition arrangements to ensure Day 1 continuity

If you’re planning to sell or purchase part of a business being carved out, here’s how we can help:

• Divestment support: Preparing for a sale 
• Transitional Service Agreements (TSAs) and Long-Term Arrangements (LTAs) advisory: Defining the optimal TSAs and LTAs between the carve-out and vendor 
• Carve out due diligence: Assessing Day 1 readiness and building capability to migrate off transitional support 
• Carve out planning and implementation: Managing critical Day 1 risks, actions, and standalone capabilities post-TSA 
• Preparing carve out financials

We work with corporate and private equity firms to assess potential merger synergies, standalone performance improvement opportunities, and operational risks on both the buy- and sell-side. We deliver independent insight into the operations that drive value—core and back office—so you can reduce cost and sharpen the deal thesis.

Our approach is issue-focused and grounded in deep industry experience across the deal cycle. Here’s how we can help:

• Identifying performance gaps and near-term improvement levers such as cost reduction, operational restructuring, and offshoring 
• Providing insight on key deal issues and opportunities even with limited access to information
• Assessing carve out issues and associated costs 
• Identifying and challenging synergies