A leading manufacturing software vendor aggressively pursued inorganic growth with its M&A strategy but lacked resources and skills for the numerous deals being evaluated and executed.
BP supported the evaluation and execution for two potential acquisitions. By leveraging diligence of financials, customer contracts and employee productivity, BP built updated comprehensive financial models. BP also prepared and delivered board review presentations.
Based on BP recommendations, the client terminated the European acquisition due to key potential risks. The client evaluated and executed another successful acquisition over an accelerated three-week period. The client successfully integrated several other recent acquisitions.
“We couldn’t have completed these transactions without you” – Company SVP Corporate Development