M&A and PE Advisory
Independent revenue and go-to-market assessments for acquisition targets and portfolio companies.
A Clearer View of Revenue Risk, Scalability, and Integration
The objective is not another diligence report or a longer list of improvement opportunities. It is a clear point of view on whether the revenue system can support the investment thesis, what may prevent it from doing so, how successfully it can be integrated, and which changes matter most.
When M&A and PE Advisory Makes Sense
The Questions We Help Answer
What will make revenue and forecasts more predictable?
For existing portfolio companies, we identify what is driving inconsistent growth or forecast variance and determine which changes should be addressed first.
Can the business scale?
We evaluate whether the current leadership, organization, sales model, management system, and customer foundation can support the growth expectations behind the investment thesis.
Is there hidden revenue risk in the target?
We assess the revenue system behind the financial performance to identify weaknesses in leadership, customer focus, pipeline, sales process, incentives, forecasting, and operating discipline that may not be obvious in traditional diligence.
Can the M&A target’s revenue system be successfully integrated?
We identify where an M&A target’s sales model, roles, compensation, processes, technology, customer approach, and operating cadence align with the acquiring company and where integration could create risk.
What We Assess
How the Engagement Works
Review
→Examine the investment thesis, growth plan, revenue data, GTM materials, organization, and current operating model.
Interview
→Work directly with the operating partner, deal team, CEO, revenue leadership, and selected functional leaders.
Diagnose
→Identify the underlying revenue-system strengths, risks, and dependencies affecting scalability, predictability, and integration.
Prioritize
Translate the findings into clear investment implications and an ordered set of actions.
What You Receive
Revenue and GTM Assessment
An independent view of the revenue system behind the numbers
Leadership and Scalability Assessment
Whether the team and operating model can support the next stage
Key Risks to the Investment Thesis
What could prevent the business from delivering the expected growth
Integration Readiness Findings
Where a target’s revenue system aligns with the acquirer and where it does not
Recommended Sequence of Action
An ordered set of changes, starting with what matters most, framed as 100-day priorities when appropriate
Executive Readout
For the deal team, operating partner, board, or portfolio leadership
Best Suited For
Private equity operating partners, deal teams, portfolio company CEOs, boards, and senior leaders evaluating an acquisition, preparing for integration, building a 100-day plan, or addressing an underperforming revenue organization.
Who We Serve →