IMMO’s Post

WHAT WE'RE LOOKING FOR IN ACQUISITIONS 1. Do we keep the clients? → Higher Net Revenue Retention (NRR), better valuation 2. Who's gonna run it after we buy? → Got a management team or will we need to hire a CEO? 3. Is the customer acquisition all done through a departing person? → Looking for diversified pipe sources 4. Is this a 'real brand'? → We want to see a brand that people would miss if it was gone I invest personally, and I coinvest alongside corporate buyers and PE firms 🙏 Let me know if this might be a fit for you.

What a terrific read for M&A/corporate development professionals, and actually for any corporate leader!   https://lnkd.in/e7hykGm8 My favorite quotes/takeaways: “..between 2007 and 2017, the programmatic acquirers in our data set of 1,000 global companies (or Global 1,000) achieved higher excess total shareholder returns than did industry peers using other M&A strategies (large deals, selective acquisitions, or organic growth).3 What’s more, the alternative approaches seem to have under-delivered. Companies making selective acquisitions or relying on organic growth, on average, showed losses in excess total shareholder returns relative to peers” “..programmatic acquirers have built up organizational infrastructures and established best practices across all stages of the M&A process—from strategy and sourcing to due diligence and integration planning to establishing the operating model.” “..The hard work starts with a return to first principles: the development of a blueprint for bringing strategic goals into deal-sourcing discussions. An effective M&A blueprint delineates the limitations of pursuing certain deals and provides a realistic snapshot of market trends..” “Programmatic” M&A strategy = big number of small-to-medium deals that collectively represent a meaningful (relative to acquirer’s market cap) capital allocation over several years (i.e. a permanent corporate M&A program/strategy) 

𝗕𝗲𝗳𝗼𝗿𝗲 𝘁𝗵𝗲 𝗱𝗲𝗮𝗹, 𝗶𝘀 𝗮𝗳𝘁𝗲𝗿 𝘁𝗵𝗲 𝗱𝗲𝗮𝗹 … we‘re going to expect a lot more deal activity this year … and acquirers may ask themselves whether these acquisitions should be done in a programmatic way (or as we call it ‚structured way‘). Why not?! Thanks for sharing F. Eric Hakimov - we can confirm this view from our daily practice. At VINC - The Capital of Life Sciences we specialize on healthcare and life sciences Buy-Side M&A and Strategic Investor Advice together with our partners at ISP HEALTHCARE GmbH. #healthcaredeals #lifesciencefinance #mergersandacquisitions

We've been talking with a lot of folks going through mergers and acquisitions. If you're feeling undervalued and overworked after your company's recent acquisition, it's time to explore your options.   The post-COVID construction boom has led to a wave of mergers and acquisitions, with larger corporations and private equity firms snapping up smaller companies. While these deals may look great on paper, they often come with unintended consequences for the employees on the ground.   We've been speaking with numerous candidates who have impressive tenure at recently acquired companies, and they're all expressing similar frustrations:   1. Salary compression: Despite increased responsibilities, compensation remains stagnant. 2. Imposed processes: New ownership often pushes their own systems without considering the impact on day-to-day operations. 3. Lack of recognition: Long-tenured employees feel undervalued in the new corporate structure.   If you find yourself in this situation, know that you have options. We're here to help you navigate and explore new opportunities that align with your career goals and values.   On the other hand, if you're a company looking to bring on new talent, now is the perfect time to tap into this pool of experienced and motivated professionals who are ready for a change.   To help both job seekers and hiring managers navigate this complex landscape, we've just released our Quarter 1 Compensation Guide – a comprehensive, 9-page resource specifically designed for the construction industry built from data collected in Q1 of 2024.   If you're interested in receiving a copy of this valuable guide, simply send us a direct message, and I'll be happy to share it with you. . . . #hiring #construction #colorado

Corporate development plays a crucial role in a company's growth and long-term success. But what does it involve? Corporate development professionals lead major strategic initiatives like mergers and acquisitions (M&A), strategic partnerships, and organizational transformations. These efforts are key to driving business growth and increasing shareholder value. Key Points: Strategic Growth: Corporate development focuses on M&A, divestitures, and partnerships to fuel a company’s strategic growth. Essential Skills: Success in this field requires both technical and interpersonal skills, including financial modeling, negotiation, and communication. Career Opportunities: A career in corporate development is dynamic and rewarding, with roles ranging from entry-level analysts to senior positions like VP. The field also offers significant earning potential through bonuses and stock options. Whether you’re considering a career in corporate development or want to understand its impact on your business, this guide offers valuable insights. #CorporateDevelopment #Growth #Career

Middle managers are often the unsung heroes in the world of mergers and acquisitions. While executives and CEOs may get all the glory, it's the middle managers who are on the ground, making sure the day-to-day operations run smoothly during times of transition. Their voices are critical in ensuring a successful M&A process. These managers have a unique perspective, as they are the ones who interact with both upper management and front-line employees. They understand the intricacies of the business and can provide valuable insights into how the merger or acquisition will impact different departments. Without their input, important details may be overlooked, leading to potential pitfalls down the road. By listening to the voices of middle managers, companies can navigate the complexities of M&A more effectively. These individuals are the bridge between strategy and execution, and their expertise is invaluable in ensuring a smooth transition. So next time you're involved in an M&A deal, don't forget to consult with the middle managers – their voices could make all the difference. #MandA #middlemanagers #success. https://hubs.li/Q02DfzXC0

What happens when a new management team assumes control of an existing team? This is a critical question that all individuals involved in mergers and acquisitions should consider. A significant percentage of failures in these situations can be attributed to a focus solely on numbers, without taking the time to engage with employees and understand the company culture. While due diligence is undoubtedly important, it is not uncommon for management teams or leaders to overlook or underestimate the power of personal connections. Often, these transitions are driven by finance and legal teams, with little consideration given to the impact on individuals within the organization. The new manager may be eager to assume their role in the newly acquired company and impress the Board of Directors. Unfortunately, they often fail to recognize the importance of engaging with employees and building relationships. In some cases, Human Resources may be involved, and if they possess a mature and empowered function, they can make a significant difference. However, if HR is not adequately equipped, the consequences can be costly. In summary, it is crucial for new management teams to prioritize communication and relationship-building when taking over an existing team. By recognizing the value of personal connections and involving HR effectively, the chances of a successful transition and integration can be greatly enhanced. so what's your take on the matter? share your opinion. 😊 #managers #managementdevelopment #mergersacquisitions

Middle managers are often the unsung heroes in the world of mergers and acquisitions. While executives and CEOs may get all the glory, it's the middle managers who are on the ground, making sure the day-to-day operations run smoothly during times of transition. Their voices are critical in ensuring a successful M&A process. These managers have a unique perspective, as they are the ones who interact with both upper management and front-line employees. They understand the intricacies of the business and can provide valuable insights into how the merger or acquisition will impact different departments. Without their input, important details may be overlooked, leading to potential pitfalls down the road. By listening to the voices of middle managers, companies can navigate the complexities of M&A more effectively. These individuals are the bridge between strategy and execution, and their expertise is invaluable in ensuring a smooth transition. So next time you're involved in an M&A deal, don't forget to consult with the middle managers – their voices could make all the difference. #MandA #middlemanagers #success. https://hubs.li/Q02DfYSK0

🚀 Unveiling the Evolution: CFOs & COOs in PE-Funded M&As! 🌐📈 In the dynamic realm of PE-funded companies, the roles of CFOs and COOs are evolving, especially in contexts involving mergers and acquisitions. My journey at KIP Search has given me a front-row seat to this evolution, showcasing how crucial these roles are in steering operational success. The essence of this challenge lies in the integration of acquired entities – a process that demands not just financial savvy but operational excellence. In M&As, the CFOs and COOs are the architects of this integration, orchestrating a complex blend of financial management and operational strategy. Our successful integration of an acquisition goes beyond mere financial consolidation. It's about aligning cultures, systems, and processes, ensuring that the merged entity operates cohesively and effectively. This is where the operational acumen of CFOs and COOs becomes invaluable. What stands out in these roles, particularly in a PE-funded environment, is the necessity for rapid yet sustainable integration. It's a balancing act – aligning short-term objectives with long-term goals, and managing immediate operational challenges while setting the stage for future growth. In placements for these critical roles, I've witnessed the transformative impact of leaders who excel in this balancing act. Their ability to navigate the nuances of M&A, blending financial oversight with operational strategy, often becomes the deciding factor in the successful evolution of these companies. As someone deeply immersed in the executive recruitment space, I'm keen to learn from your experiences. How do you see the roles of CFOs and COOs evolving in the context of M&A within PE-funded companies? Let's share perspectives on the challenges and strategies for operational excellence in this dynamic environment. #OperationalMasters #CFOCOOEvo #PEMAGameChangers