BFLD M&A
Business acquisitions, sales,
and mergers.
We prepare midsize companies and advise their owners through the agreed stages of a transaction. We connect objectives, valuation, risks, and business conditions to support negotiations and decisions to proceed.
Let's discuss your transactionThe purpose defines the work
Buy, sell, or bring in capital.
Each choice has its conditions.
An acquisition requires examining business fit and the conditions for integration. A sale requires defining what is being negotiated and preparing company information. Bringing in investors requires clarity on the use of funds, the ownership stake, and the intended governance arrangements.
The work starts with the owners' objectives, constraints, and the decision that needs preparation. Foundation establishes a proportionate baseline and can be included in the M&A scope itself.
From intent to a structured transaction
- 01
Define objectives and criteria
Define the transaction's scope, alternatives to examine, owners' constraints, and criteria for deciding whether to proceed.
- 02
Prepare the company and its information
Organize available economic, operational, and corporate information, identify gaps, and assign responsibility for preparation.
- 03
Coordinate the agreed stages
Organize the assessment of alternatives, due diligence, and negotiation support set out in the proposal, with designated owners and specialists.
- 04
Support decisions with evidence
Consolidate issues, assumptions, alternatives, and open items so those responsible can assess the transaction's conditions at each stage.
What your company receives
Organized information.
Criteria for negotiation.
Owners receive a view of the alternatives, outstanding issues, and transaction conditions. The team provides information; BFLD organizes preparation and coordinates the agreed work. Decisions on price, ownership interests, and whether to proceed remain with the owners.
- Objectives, scope, and criteria for evaluating alternatives.
- A map of required information and preparation gaps.
- A roadmap of stages, accountable people, and pending decisions.
- A record of assumptions, risks, and matters for specialist analysis.
- A summary of alternatives and conditions requiring the owners' decision.
Connection with Value Office
The transaction has a context.
Value needs a basis.
Value Office works on the factors that sustain the company's value over time. It can contribute to preparation and the economic assessment of a transaction, including Valuation when that tool is needed.
Explore Value OfficeDistinct offerings, coordinated work.
M&A organizes the preparation and structuring of the transaction. Value Office maintains the value-building agenda. The engagement defines the contribution of each area of work and avoids overlapping responsibilities.
Risk assessment follows each stage. Identified issues guide due diligence, decisions, and preparation actions within the agreed scope.
How to engage us
Preparation or transaction advisory.
The scope distinguishes the two.
Counterparty sourcing, negotiation, due diligence, and closing support require explicit inclusion in the scope and designated responsible parties. Legal, accounting, tax, and regulated activities are conducted by professionals qualified for each role.
BFLD does not guarantee a buyer, investor, price, appreciation in value, or completion of the transaction. Progress depends on the decisions of those involved, verified information, and market conditions. The decision to proceed remains with those responsible for the company.
The next step
Start with the challenge.
Not the solution.
Talk to BFLDTell us what needs to change. We'll understand the context and identify the right starting point.