TRANSACTION ADVISORY
Close With Confidence.
Financial diligence and deal support for buyers, sellers, and sponsors, organized the way acquisitions actually happen: before, during, and after.
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 and Pricing
For search funds, independent sponsors, SMB acquirers, and owners preparing for exit.
Quality of Earnings (Full and 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 and 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.
For search funds, independent sponsors, SMB acquirers, and owners preparing for exit.
Stage 2
During the Deal: Structure and Close
Deal Structuring
Pressure-test purchase price, debt capacity, seller rollover, and earnout scenarios before terms are set.
Working Capital and 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.
For buyers and sellers at the table, from LOI through closing.
Stage 3
After the Deal
100-Day Integration Plans
A week-by-week post-close roadmap across finance, reporting, and operations.
The Finance Function, Installed
Post-close, most companies need the full finance function: 13-week cash flow, FP&A, reporting, and SOPs. That work lives in our Office of the CFO practice, delivered on fixed fees and defined timelines.
Explore Office of the CFOYou 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.
Additional Capabilities
- Add-on acquisition modeling and feasibility testing
- Post-acquisition integration and reporting buildout
- Debt refinancing and covenant compliance packages
- Growth scenario modeling (new markets, locations, hires)
- Seller-side financial preparation for exit readiness
EBITDA growth. Margin expansion KPIs, cost optimization, revenue enhancement modeling.
Debt paydown. Cash flow-to-debt service mapping, accelerated paydown scenarios.
Multiple expansion. Growth profile improvement, add-on strategy to drive valuation uplift.