“OK, great, thanks for the meeting, everyone; it looks like we’re ‘green’ across the board for completing this deal next Tuesday. I just need to pop into the board meeting this afternoon and get the official rubber stamp, then we can tell the banks to...
BTD Founding Partner Carlos Keener has shared his tips on adding value to share price during M&A in Global Banking and Finance Review. See the article here and for further information, see his guide to managing share price during M&A. Click here to keep up to...
Integration is the real deal. It takes a special person to make the deal real. For CEO’s looking for the right person to integrate the next acquisition. For Recruiters after a job description for this unique role. For Executives with this career defining responsibility to...
What 2018 UK Takeover Activities Signal for Pre- and Post-Close Integration At a recent Breakfast Briefing hosted by Norton Rose Fulbright outlining 2018 UK M&A trends, certain themes discussed are common staples in M&A—private equity engagement, stakeholder activism, consolidation, etc. One trend that is not new,...
BTD has been shortlisted for the New Work Award 2015, recognising forward-looking companies active in Germany that demonstrate innovative team collaboration, challenge traditional working concepts, and align with the new world of flexible working and structures. We are proud to be among 12 other shortlisted nominees...
Part 2[/caption] Distressed businesses have usually bagged all the low-hanging fruit in their previous attempts to save their business. This leaves the hard work to the acquirer. Picking up the pieces may be easy; getting them back into a working state is a challenge. That’s why they're cheap. Unless the value centres around untapped capabilities only you can exploit, the safer guide is that the lower the deal price on offer, the harder it may be, ultimately, to deliver results with the acquisition. This series of articles (this is part two of three) examines the world of distressed M&A. Part 1[/caption] Distressed businesses have usually bagged all the low-hanging fruit in their previous attempts to save their business. This leaves the hard work to the acquirer. Picking up the pieces may be easy; getting them back into a working state is a challenge. That’s why they're cheap. Unless the value centres around untapped capabilities only you can exploit, the safer guide is that the lower the deal price on offer, the harder it may be, ultimately, to deliver results with the acquisition. This series of articles (3 parts) examines the world of distressed M&A. 
PART FOUR - FINAL PART[/caption] This is the concluding part of a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them? In conclusion, here's a quick checklist: PART THREE[/caption] This is a series of articles by BTD Founding and Managing Partner Carlos Keener Study after study still puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. Some however have managed to turn acquisition and integration into a true competitive differentiator. What makes these firms consistently successful at M&A, and what can the occasional acquirer learn from them?