Buying and selling companies, and getting the deal closed
More than $100M in investments led, and enough time on both sides of the table to know what a board and a bank each need before a deal closes.
- Investments led
- $100M+
- Bought and sold companies
- Both sides
- Sectors: healthcare, media, B2C, and RCM
- 4
Both sides of the table
Buying and selling are not the same skill, and doing both changes how you read a deal. On the buy side the question is what you are inheriting underneath the model. On the sell side it is what a buyer will believe, and what they will discount because they cannot verify it.
The work spanned healthcare, media, business-to-consumer, and revenue cycle management: sectors where the diligence questions are different and the operating realities even more so.
What gets a deal closed
A board and a bank want different things, and a deal stalls when someone optimizes for one and forgets the other. The board needs a thesis it can defend and a plan it believes management can execute. The bank needs cash flow it can model and covenants it can live with.
Knowing what each needs before the process starts is most of the difference between a deal that closes on schedule and one that grinds.
Why it matters for AI work
This is the background behind our diligence work. When we assess how AI changes a target’s cost structure and competitive position, we are reading it as people who have had to deliver the plan afterward and defend it to a lender, not as advisors handing over a deck at signing.
That view feeds the model: margin expansion you can underwrite, not a slide about innovation.
- Buy-side and sell-side transaction leadership
- Commercial and operational diligence
- Board and lender readiness
- Post-close integration
- Exit preparation and positioning
Want the detail behind this one?
We are happy to walk through the architecture, the decisions, and what we would do differently now.