M&A Blog and News
Charting Your Path – Let Your Experience Lead the Way
By Jim Jeffries, Chairman of the M&A Leadership Council
2018 is turning into a banner year for our M&A certification program. More and more companies are determined to garner success from their acquisitions, and they realize that – just like other capabilities in their organization – M&A’s require skills and expertise.
The Good Keep Getting Better
By Jack Prouty, President of the M&A Leadership Council
Jim Jeffries and I founded the M&A Leadership Council eight years ago with the mission of helping companies grow their in-house M&A competencies and get better at M&A. At the time, we thought our target audience would be mid-size companies largely new to M&A. Instead we have found that most of our program attendees are from large, publicly traded companies that are serial acquirers. They are good at M&A, but they know that good is not good enough. If they are going to continue to be successful serial acquirers, then they need to be best of class.
Balancing Competing Initiatives
By Bruce Fleming, EVP Strategy at Calumet Specialty Products and Member of the Board of M&A Standards
I’ve sometimes been asked what percentage of the deal price should be budgeted for diligence costs. Many deal costs do have a quick rule of thumb, but with respect to Due Diligence it’s safe to say “It depends.” Do you want the diligence to be good, fast, or cheap?
Building In-House Competencies for Acquisition Growth
By Jack Prouty, President of M&A Leadership Council
Eight years ago, Jim Jeffries and I started the M&A Leadership Council to give back by sharing our M&A expertise with the business community through our public M&A training programs and other avenues, such as the M&A Monthly. We thought initially the draw would be with midsize companies who had no experience in M&As.
Mergermarket Healthcare M&A Forum
Submitted by Mergermarket, a partner of the M&A Leadership Council
Join the healthcare industry’s most prolific dealmakers for discussions on how to close deals throughout the industry as well as how technology is driving sector-wide transformation and creating opportunities for M&A practitioners in the months ahead.
Protect M&A with R&W Insurance
By Michael Williams with BDO, a partner of the M&A Leadership Council
The use of representations and warranties (R&W) insurance in mergers and acquisitions has grown significantly over the past several years and has become an increasingly integral component of the transaction process. This article focuses on how buyers and sellers use R&W insurance for both strategic and risk management purposes to improve deal execution by accelerating the parties’ ability to reach agreement, thereby expediting the close of a transaction.
Retaining and Engaging Digital Talent
By Ken Kuk with Willis Towers Watson, a partner of M&A Leadership Council
An increasing number of companies use corporate transactions as a means to acquire the talent they need for digital transformation, in hopes of leveraging assets (e.g., data) to create new sources of value for customers and shareholders. They’re seeking new ways of engaging with customers, more customized products and solutions, and the use of automation and machine learning to increase operating efficiency.
Balancing Competing Initiatives
By William Blandford, Managing Director at Blandford Associates and Member of The Board of M&A Standards
"Speed Dating" is defined as an organized process in which participants have one-on-one conversations, typically limited to less than ten minutes, for the purpose of getting to know others. I have used this "Speed Dating" process to identify and address the complex relationships among competing initiatives (referred to as interdependencies) with functional integration teams for acquisitions, especially in more complicated cases.