A US based technology company was expanding its European footprint. Looking to jump-start growth, the regional head of business development contacted Business Talent Group for support conducting upfront M&A target assessments in the UK. The goal: to lay out strategic rationales and build financial models…
BTG CASE STUDIES > DUE DILIGENCE
Re-energizing M&A
The head of Corporate Development for a F500 B2B company needed to prioritize and act on several potential deals. He began by making two full-time hires dedicated to M&A. But realizing how variable the upcoming workload would be, he turned to Business Talent Group to…
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Integrating Software Systems
A Big Three consulting firm developed the growth strategy for this F500 B2B company—and identified an acquisition target to support it. But the VP of business development needed a more cost-effective way to understand the feasibility of integrating the target company’s software with internal systems….
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Evaluating a Vertical Acquisition
The VP of Business Development at a lawn and garden company was contemplating an acquisition that would give it more control over a critical natural resource used in key products. Looking for a clearer picture of market context and dynamics—and how greater vertical integration might…
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Streamlining Global Due Diligence
A global private equity firm engaged Business Talent Group to enhance due diligence across its portfolio. Traditional consulting firms couldn’t deliver the deep technical knowledge the firm’s operating partners required. So they turned to us for on-demand access to independent specialists with deep operational and…
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Streamlining Target Assessment
What’s the best way to rank acquisition targets in adjacent industries without hiring a suite of experts for each potential deal? The lean Corporate Development team at a $20B industrial conglomerate found its answer in Business Talent Group, which now regularly augments its capabilities with…
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Assessing an Acquisition’s Market Access Potential
A multi-million-dollar pharmaceutical company was in talks to acquire an orphan drug manufacturer with a pipeline asset that was about to launch in Europe. The company’s corporate development team was focused on the deal’s financials, but they lacked the expertise to assess the access potential…