Exit + M&A-led
Prepares the business for a premium exit and executes the buy-and-build strategy that gets it there. Builds the buyer narrative, runs the add-on acquisition pipeline, manages integration from day one, and ensures the commercial story is as compelling as the financial one at close.
- Value creation playbooks
- Add-on sourcing & integration
- CIM & management deck
- EBITDA normalization
- Buyer narrative
Attorneys in Charge
FAQs
When should exit preparation begin and what happens if we start too late?
18–24 months before the intended process. Starting late means arriving with a story that has to be explained rather than demonstrated — and buyers price uncertainty with multiple compression. The businesses that achieve premium exits are prepared long before the banker is engaged.
How does an add-on acquisition increase LP returns, and what is the execution risk?
Add-ons increase EBITDA scale and often re-rate the exit multiple upward — a $3M EBITDA platform becomes a $6M EBITDA business that commands a higher multiple per dollar. The execution risk is integration: add-ons destroy value when they distract the platform. We run integration as a parallel workstream with its own 100-day plan so the platform business never loses momentum.
What does exit readiness include that an investment bank does not cover?
A bank runs the sale process. Exit Engineering is what happens before the bank is engaged: EBITDA normalisation, documented add-backs, a commercial story that holds up in buyer due diligence, and a management team that can present confidently without the operator in the room. LPs get a higher opening bid and a cleaner process because the work was done before the market saw the asset.
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