Business owners who have identified the one party—or handful of likely parties—on the other side of the table often understand they need assistance beyond what their other advisors will provide, but wonder what an M&A advisor will do to add value We’re able to attune our offering to the one-off or targeted transaction because it is our primary focus, not one we default into. We are able to charge less than traditional investment banks because we are not required to utilize and pay for the platform required to execute on full-out auctions.
“The sheet is too short to cover the bed” is a useful old-timey expression that works for any situation in which the actors have several objectives and can satisfy some but not all of them at once.
For the past decade, I’ve thought about this in relation to the private equity business model.
Higher valuations. Target IRRs at rock bottom levels. Fund vehicles with prescribed lives dictating investment hold periods. It’s much easier to clear two of those hurdles than all three.
The dynamic isn’t new, but it has become more acute. Fixes and alternatives have become more visible.
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One end-of-the-year ritual in the M&A business, as in other industries, is assessing what the next year will look like. In our world, there’s a pronounced bent toward optimism—deal people looking for the next opportunity are like sailors trying to sniff a breeze.
This year, I decided to try to do better, and to do it by wrapping together three themes of widespread interest—(1) what will drive deal volume next year; (2) how is this affected by elevated levels of political risk; and (3) how is artificial intelligence expanding our abilities to do financial analysis and serve business owners?
With an assist from ChatGPT 5.1, we built a multi-variable regression model.
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