Transaction Advisory
One Advisor. The Whole Deal.
Services organized the way acquisitions actually happen: before, during, and after. No deal required to start.
Stage 1
Before the Deal: Diligence & Pricing
For search funds, independent sponsors, SMB acquirers, and owners preparing for exit.
Quality of Earnings (Full & Lite)
Adjusted EBITDA, revenue quality, and add-back analysis. The Lite format is scoped and priced for sub-$5M deals.
Buy-Side Financial Due Diligence
Financial analysis of the target: earnings quality, working capital, and the numbers behind the story.
Valuation & Deal Pricing
Financial analysis of what the business is worth to you, and what you should be willing to pay.
Three-Statement LBO Modeling
Debt schedules, covenant headroom, IRR and MOIC by scenario. The same model your lender and investors underwrite.
Sell-Side Readiness
Get the financials diligence-proof before going to market.
Stage 2
During the Deal: Structure & Close
Deal Structuring
Pressure-test purchase price, debt capacity, seller rollover, and earnout scenarios before terms are set.
Working Capital & NWC Target (Peg) Analysis
Normalized balance sheets, a defensible peg, and a clean true-up at close.
Purchase Agreement Support
Financial review of SPA terms: working capital targets, earnouts, and closing adjustments.
Stage 3
After the Deal: The Finance Function, Installed
Cash Flow Package
For operators who need forward visibility into liquidity. A 13-week rolling cash flow model, refreshed weekly, with treasury cadence and variance tracking. Delivered live by Week 5.
Full Financial Package
Includes everything in the Cash Flow Package, plus a complete FP&A buildout: budget, rolling forecast, KPI dashboard, board-ready quarterly reporting, monthly close support, and integrated 13-week cash flow model. For companies ready for institutional-grade financial infrastructure. Delivered live by Week 9.
100-Day Integration Plans
A week-by-week post-close roadmap across finance, reporting, and operations.
Multi-Entity Consolidation
One set of numbers across entities, with clean eliminations and consistent reporting.
Standard Operating Procedures (SOPs)
Documented processes for the finance function and operating cadence: month-end close, AP/AR, cash controls, approvals, and reporting rhythms, so the business runs on process, not memory.
KPI Development & Dashboards
The 5 to 10 metrics that actually run the business, reported on a fixed cadence.
Margin & Profitability Improvement
Pricing, cost takeout, and working capital release.
You don't need a deal to start here. Most finance functions are overdue long before a transaction.
Most deal disasters are visible in the financials before anyone signs.
A few we see repeatedly:
The working capital strip
The seller collects the receivables hard, stretches the payables, and hands you a company that's out of cash by week three. Without a properly set NWC target, you fund the gap.
Zero seller alignment
The seller takes every dollar at close, leaving no economic reason to support the transition they promised.
Earnouts on unmeasurable financials
Earnout terms tied to numbers the finance function cannot reliably produce, setting up disputes instead of performance.
Taking add-backs at face value
Buyers routinely pay a multiple on EBITDA that doesn't survive diligence. A right-sized Quality of Earnings costs a fraction of the overpayment.
No finance function on day one
The deal closes — and there's no close process, no cash forecast, and lender reporting due in 30 days. The first 100 days get improvised, and improvisation is expensive.
Every one of these is preventable, before, during, and after the deal.