Perfect acquisition. Seven-figure surprise tax bill three months later. Sound familiar? Today's cross-border M&A transactions trigger tax obligations in dozens of unexpected jurisdictions. Remote employees create nexus, cloud servers establish permanent establishments, and routine integration violates international tax rules. Don't let tax complexity derail your strategy. Learn how sophisticated buyers turn international tax planning into a competitive advantage.

When is a machine not a machine?" This riddle from sci-fi is now reshaping Wall Street boardrooms. Discover how AI has evolved from a simple efficiency tool to something far more intriguing in M&A—a strategic partner that can sense cultural red flags, challenge assumptions, and even develop what looks suspiciously like business intuition. Through examples, explore whether we're witnessing the birth of a new kind of intelligence that's transforming how deals get done.

Smart executives never make their biggest investment decisions based on gut feelings and high-level financials. Learn the systematic approach that transforms M&A from a gamble into a strategic advantage—before you write the check.

When most executives think about post-closing integration, they default to one approach: immediate, comprehensive integration of the acquired company. This 'rip the band-aid off' mentality has become so ingrained in M&A thinking that many leaders fail to realize they may be leaving value on the table by not considering alternative strategies.

A $45 million acquisition looked perfect on paper—until the buyer discovered that 80% of the "AI-powered insights" were actually manual work done by offshore analysts. As AI becomes the invisible backbone of modern businesses, traditional due diligence is missing critical risks that can turn strategic acquisitions into expensive disasters. Discover the four-pillar framework top firms use to spot AI theater before it costs you millions.

What if crossing borders could be as strategic as signing a deal? From Austria to Canada to the U.S.—I’ve lived the power of M&A as a global growth engine. In this blog post, I share the real-world lessons I’ve learned from leading international acquisitions and why M&A is more than a transaction—it’s a transformative tool for expanding your footprint quickly. If you're thinking about taking your business global, this is the roadmap you didn’t know you needed.

Most people think M&A is about getting bigger. But what if the smartest move is actually getting leaner? In my latest post, I explore how to use M&A as a scalpel — not a sledgehammer — to cut costs, right-size your business, and focus on what really matters. From selling off bloated subsidiaries to spotting the ‘pet projects’ nobody needs, this is your guide to trimming the fat without cutting into the muscle. Curious? Read on.

Why do 70% of M&A deals fail to create their promised value? The answer isn't found in deal sourcing, valuation models, or negotiation tactics. It's found when companies start planning for integration.

Most acquirers treat integration as a post-deal activity—something to figure out after signing. But the companies that consistently succeed in M&A know better. They start integration planning the moment a target enters their screening process.

Discover the four-phase framework that transforms integration from a post-deal scramble into a pre-deal competitive advantage.

In the high-stakes world of mergers and acquisitions, data is everything — and privacy is non-negotiable. As artificial intelligence begins to transform how we work in M&A, a vital question arises: How can companies tap into the immense power of AI without compromising confidential information?

In the aftermath of an M&A deal, much of the focus tends to be on operational integration, aligning teams, and setting up processes for growth. However, one of the most potent yet often underutilized areas for creating value is the treasury function. This post will dive into these opportunities, from sophisticated hedging strategies to improved working capital solutions, and illustrate how a proactive treasury approach can amplify the benefits of a successful acquisition.

When a company completes a merger or acquisition, the closing is only beginning. The real measure of success goes far beyond signing contracts and closing the transaction. For an M&A deal to succeed, it must deliver on its intended goals, whether that means accelerating growth, improving profitability, expanding market reach, or achieving greater operational efficiencies. But how do we determine if we have achieved these goals?

In the world of mergers and acquisitions, conventional wisdom often champions full integration as the pathway to unlocking synergies and maximizing value. The typical approach combines two companies’ cultures, operations, and systems to realize efficiencies and create a unified entity. However, full integration is not always the most strategic choice.

In this post, we’ll explore how to ensure that your M&A deal not only succeeds on paper but also delivers sustainable growth and long-term benefits for your business. The journey begins with unlocking synergies and extends through the disciplined execution of post-closing integration strategies. By the end, you'll understand how to create post-transaction value and why the hard work of value creation truly begins after closing.

Due diligence is often seen as the cornerstone of successful transactions. However, the traditional, exhaustive approach to due diligence can be a heavy burden—especially for smaller deals. By leveraging a phased approach, businesses can zero in on the most crucial aspects of a transaction, saving time, money, and effort while maintaining a strategic focus.

For small and medium-sized enterprises (SMEs), the difference between a successful deal and one that falls short often boils down to one key factor: the quality of the M&A team. Unlike day-to-day business operations, M&A is a multifaceted process involving many moving parts—from financial evaluations and due diligence to negotiations and post-deal integration. Navigating this complexity requires a team that combines the best internal talent with the expertise of external specialists.

Mergers and acquisitions (M&A) can be a powerful tool for growth, but they come with one critical challenge: ensuring the numbers make sense. While an exciting strategic opportunity might present itself, a promising deal can quickly become a burden if the financial side isn’t handled properly. For small and medium-sized enterprises (SMEs), in particular, navigating the financial complexities of an M&A transaction is crucial for long-term success.

Mergers and acquisitions (M&A) can be a powerful tool for growth, but success doesn’t happen by chance. It requires careful planning and a clear alignment with your long-term business strategy. Whether you’re a small to medium-sized enterprise (SME) or a larger corporation, strategic planning is the foundation for a successful M&A journey.

Mergers and acquisitions (M&A) offer small and medium-sized enterprises (SMEs) a unique opportunity to transform their business quickly and efficiently. Unlike organic growth, which may take years of incremental changes, an M&A transaction can potentially create immediate and significant shifts in a company’s trajectory. Read more about how SMEs can make M&A work in this blog post.

Mergers and acquisitions (M&A) represent a significant turning point for any company. While much attention is given to the pre-closing stages—like negotiations, due diligence, and financial valuations—the real challenge often begins after the deal is signed. Post-closing integration is where the success of an M&A transaction is truly tested. It is not just a process of merging two businesses but blending operations, cultures, and strategic objectives into a cohesive, functioning whole.

Companies often focus intensely on financial metrics, market share, and operational synergies in M&A. However, a critical element that frequently gets overlooked in the due diligence process is culture. Cultural due diligence is not just a buzzword; it's a crucial aspect of the M&A process that can make or break the success of a merger or acquisition.