Financial Services
Transaction Advisory
Diligence support, deal preparation, and post-close integration.
Overview
Transactions do not fail on strategy nearly as often as they fail on numbers nobody could substantiate under pressure.
Deals are decided on a small number of questions: what the business actually earns, what the working capital really requires, and which parts of the reported result will still be there after close. The firm works on those questions alongside management, counsel, and, where one is engaged, the accounting firm performing the formal diligence.
Engagements run on either side of the table. For a seller, the work is preparation: getting the numbers, the schedules, and the supporting detail into a condition that survives a buyer’s review before the buyer is the one asking. For a buyer, it is analytical support during diligence and a practical plan for the first ninety days after close.
This is advisory work. The firm does not perform audits, reviews, or attestation engagements, does not issue opinions on financial statements, and does not act as a broker or place securities.
Scope of work
Scoped in writing before the engagement begins.
01
Diligence support
Analysis of revenue, margin, and expense detail; reconciliation of reported results to underlying records; identification of the items a counterparty is likely to question.
02
Earnings quality analysis
Adjusted-earnings build with each adjustment traced to source, documented, and defensible, separating what is recurring from what is not.
03
Working capital and net debt
Normalized working-capital analysis, peg support, and a schedule of debt-like items surfaced before they become purchase-price disputes.
04
Sell-side preparation
Data room readiness, schedule construction, and a rehearsal of the questions a disciplined buyer will ask about the numbers.
05
Management reporting for the process
Monthly and trailing-twelve-month packages built for the deal audience rather than reassembled from the internal close each time one is requested.
06
Post-close integration support
A first-ninety-days plan for the finance function: chart of accounts, close calendar, reporting cadence, and the handful of controls that matter immediately.
Typical Situations
When to engage
A process is starting
An owner is preparing to go to market and wants the financial record in defensible condition before a buyer, lender, or banker begins asking questions.
Diligence is live
A transaction is under letter of intent and the finance team is running the close, the diligence requests, and the business at the same time.
A deal just closed
The acquisition is complete and the finance function needs to produce reliable reporting on the new basis before the first board or lender cycle.
If a transaction is in front of you, the earlier the numbers are examined, the cheaper the surprises are.
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