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  • seercorp

Mergers & Acquisitions

Updated: Feb 25, 2021

Seer Companies began life as a Management Consultant and Systems Integrator. Evolving from two former consulting firms started in 1989. Seer remains true to its roots and continues to provide M&A Advisory and integration consulting.

Seer Corporation navigates the maze of business complexities based on its experience in M&A Deal Development and Integration.

M&A Culture

Our Mergers & Acquisitions experience informs everything we do. It provides process continuity and proven methods in delivering complex deal definition, due diligence and positive integration outcomes.

Seer will help build your company's M&A culture. Whether your interested in mergers, acquisitions, divestitures, carve-outs, corporate restructuring, or post merger integration, seer has been delivering M&A expertise for decades. Please contact us to discuss your needs.

Some of our capabilities include:

Business Strategy:

Business Strategy Assessment and working sessions to open-up all issues and set priorities for business alignment. This addresses what businesses does the Company want to be in and along what growth paths should that evolve. This would include discussions on:

  • White space planning for growth opportunities.

  • Target -line competitors for acquisition.

  • Explore business segments and opportunities.

  • Broad Market Analysis and potential acquisition targets.

  • GAP Criteria and Risk Structure.

  • Identify competitive advantage (acquisition, merger, divestiture, or JV).

  • Document end-to-end corporate development M&A Process

  • Assess Problem Solving Decision Making (PSDM) Capability

Investment and Financing Ground Rules:

  • Develop valuation methods in evaluating M&A prospects

  • Consider capital structure and financing choices and understand pro-forma metrics that should be applied.

  • Define CAPEX and OPEX structures and financing choices.

  • Understand tax implications of various tax structures for buyer and sellers

  • Structure transactions to maximize the seller's after-tax wealth while minimizing buyer’s after-tax cost

  • Develop a synergy approach for identifying, quantifying, and tracking synergy benefits if synergies are a priority.

  • Negotiate & deliver financial/funding partners if needed

M&A Engagement Strategy:

  • Methodology attractiveness and fit of acquisition candidates.

  • Obtain tools identify and prioritize acquisition targets

  • Prospect & Affinity Analysis

  • External Analysis and Prospect Focusing

  • Prospect approach & individual engagement plans

  • Confirm Due Diligence Templates

  • Execute the plan

  • Establish the Deal Team

  • Legal & LOI

  • Communications and Information Sharing

Deal Phase and Due Diligence (Post LOI)

  • Ratify end-to-end corporate development M&A Process

  • Obtain tools and establish data rooms and folder structure for DD information

  • Develop deal synergy estimates

  • Identify deal key risk issues including culture fit

  • Identify Organizational Change Management (OCM) implications

  • Due Diligence Analysis by all Buyer Stakeholders

  • Develop/Document Proforma Financials and Risk Assessment

  • Go / No-Go Decision Process.

Post Merger Integration

  • Develop integration plan consistent with business strategy

  • Staff and Execute the post close integration plan

  • Understand the decisions and processes that impact the new organization's strategy, structure, and culture

  • Communications Plan and managing market reaction to closed deals

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