Services | Providence Global Mergers & Acquisitions

Our M & A Services

CORPORATE & MADI

STRATEGIES

PGM&A Management understands the risks around purchasing and selling assets, as we have been doing so for over 2 decades. Over these decades we have seen what works and what is simply a waste of time and money. However, it was during these times where PGM&A have learned that MADI strategies are not "one-size- fits all," but that such integration framework must be "custom-made" according to corporation needs. In brief, the Merger Acquisition Divestitures Integration framework that PGM&A uses focuses on eleven core concepts in which we perform in three phases, which are: High-Level Planning, Detailed Planning, and Execution, to ensure achievement of business outcomes and optimal integration and alignment of the organization's talents and cultures.

PARTNER/VALUATION

QUALITY

Value identification is an important aspect of any business relationship, but even more so in M&A transactions. PGM&A Management strives to ensure that the valuation process between the acquirer and the target is a win-win process that will result in a final transaction price. PGM&A ensures this by using at least three valuation methods in an effort to value the target, which are the following: Discounted Cash-Flow Method (DCF), Comparable Transaction Analysis, and Comparable Company Analysis.

DUE DILIGENCE

While evaluating "value-creation" process opportunities, PGM&A Management performs its due diligence through its Corporate Private Investigations department. Here, our investigators conducts a thorough investigation and audit of potential M&A deals to confirm and verify all relevant facts and corporate information that was provided during an M&A deal before the deal closes.

Due to the fact that such investigations transactions contribute highly to the acquirer making an informed decision as due-diligence enhances the quality of information to all parties involved.

Additionally, from the seller's perspective, due-diligence establishes trust, thus enhancing the value aspect of such transactions.

TRANSACTION

EXECUTION

Budgeting and planning the structure of M&A transactions requires the knowledge and skillset to identify dyssynergies, "run-run" costs, one-time costs, and which type of M&A transaction would be the best fit for companies, which can range from an asset purchase, to a forward/reverse triangular merger. Briefly speaking, in an asset purchase, stock acquisition, forward merger or forward triangular merger, the acquiring company remains in control.

Conversely, in a reverse merger or a reverse triangular merger, the target company shareholders and management gain control of the acquiring company.

The bottom-line is dependent on the needs of the acquirer and the target and how to execute the transaction using the most effective and efficient methods beneficial to all parties involved, in which PGM&A Management determines such by considering the relevant tax, accounting, and business objectives of the overall transaction.

INTEGRATION

SEGREGATION

Implementing a successful plan for "Day1/Close" processes and Integration/Divesture transitions, allows for smooth M&A transactions. PGM&A Management understands that in order for integration phases to be successful, specific areas must be established; vision, control, people, and value. Without properly managing these, synergy issues will ensue!

PGM&A Management utilizes tried-and-true methods that is founded on creating true, lasting value, which identify and analyze key issues, eliminate unexpected surprises, as well as identify synergies to aid in minimizing risks and maximizing value.

With an international team, we collaborate together to help clients focus on key issues at each stage of the M&A process, to overcome even the most challenging aspects of the deal.

Conversely, when segregations are necessary, whether it is to strengthen balance sheets by selling non-core businesses, simplify businesses by selling non-core brands, achieve a new strategic direction by spinning off a division or to sell a business unit as mandated by regulators, PGM&A Management will provide direction on divestments and carve outs by establishing a balance between maximizing value while simultaneously mitigating risks, as well as, quickly divesting while maintaining control of the M&A process and protecting business as usual operations.