Mergers, Acquisitions and Due Diligence
Helping you maximize deal synergies and increase transaction value
Deals are scarce and valuations are increasing, so businesses must be more judicious about the deals they seek and conduct. Middle market companies can struggle to manage the priorities of growing the business, making it more difficult for buyers to implement a successful transaction strategy while avoiding delays. It pays to perform effective due diligence and plan integrations properly to optimize deal value and mitigate risk.
At RSM, we understand your transaction challenges, and we can increase the value of your potential deals helping you maximize portfolio value throughout the deal process, from initial strategy to long-term integration execution.
Synergy assessment and due diligence
Our experienced consultants implement a proven due diligence framework, helping you define the actions you will—and more importantly won’t—take. This value creation framework allows your organization to analyze and prioritize diligence efforts to understand what truly drives value in a target or newly acquired business. In addition to financial due diligence, the framework enables enhanced operational due diligence, outlining key front- and back-office areas to strengthen business value, including human resources, finance, supply chain, operational risk and compliance, information technology (IT) and cyber risk.
Our team is also experienced with conducting comprehensive synergy assessments and scenario planning, determining where business processes, people and systems should align during an acquisition and where gaps may exist. Through this enhanced insight, you can make more thoughtful decisions, and consciously address relevant areas of the business operations to maintain your value strategy and exit timeline.
M&A planning and implementation
Many organizations underestimate the effort necessary to truly merge two organizations, and don’t spend enough time planning the integration. We help you initiate planning before the deal is completed, considering pre- and post-acquisition requirements to realize the full value of the new company. The planning and implementation services we provide include:
- Day one and business continuity planning and execution to confirm strategy and objectives, determine risk mitigation and initial requirements, enabling an effective and successful day one close
- Quick win and 100-day planning and execution to identify and realize short-term integration goals while mitigating risks during implementation of quick wins
- Long-term integration planning and execution to develop and implement a road map that captures the full synergies and projected value
Beyond the integration planning and management, RSM’s deep process and industry knowledge and world-class technology delivery capabilities can be seamlessly leveraged to execute on many of your most critical integration work streams.
Our carve-out services have a strong focus on your human resources, technology, core applications and infrastructure. RSM’s carve-out approach and methodology begin with the due diligence process and a rough order of magnitude (ROM) sizing to support deal economics. It concludes with an environment capable of supporting your business post termination of the transition services agreement (TSA). To enable further continuity, we can also continue supporting the new combined entity with managed IT services.
Our transition management office (TMO) approach coordinates the many dependencies required to end reliance on the TSA and enable your investment thesis. We also provide transitional management assistance, with interim chief information officer, chief financial officer and chief procurement officer capabilities and supporting staff roles as required.
Ready to get started? Contact us today.
Call us at 800.274.3978 to schedule a no-obligation call to discuss your merger, acquisition and due diligence needs or submit an online form:
In an aggressive deal-making environment, speed is often a key to success. However, RSM RSM Managing Director Jim Cashin warns prospective buyers that inadequate due diligence and post-close planning for IT systems can be a critical—and expensive—mistake.
Learn how a manufacturer improved its product line profitability while streamlining the back office.
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Mergers, Acquistions and Due Diligence Lead
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