Past the valuation
A price is the last question, not the first. We write about the strategic logic that should drive an acquisition, and about the point at which a deal that looks attractive on a spreadsheet stops making sense as a business.
A transaction is judged on its price long after it should have been judged on its logic. By the time a number is on the table, the harder questions — why this asset, why now, what changes for the business that owns it afterward — are usually settled, for better or worse.
This subject follows those earlier questions: the commercial case for an acquisition before the financial model is built around it, the diligence work that actually finds risk rather than confirming a decision already made, and what a founder or CFO should have ready before the first serious investor conversation.
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What this topic covers
- M&A
- Capital Raising
- Due Diligence
- Corporate Strategy
How we write about it
The angles this subject is covered from, and what each one is for.
The commercial half of diligence
Financial diligence is a checklist a competent team can run. Commercial diligence is harder to specify and is where the surprises live — customer concentration, contract quality, and whether the revenue survives the change of ownership.
What to have ready before the first investor call
Capital raising rewards preparation that starts long before a process does. This coverage sets out what a founder or CFO should be able to evidence, and the questions that consistently arrive early.
Turn insight into action.
Reading about a subject is the first step. LGS can take it from understanding the opportunity to structuring and executing the next move.