For private equity (PE) companies looking for a good deal, there are dozens of variables to account for—from rising valuations and high levels of dry powder, to fierce competition in the market.
While this landscape can be challenging, it also offers ample opportunity. Mergers and acquisitions (M&A) are a chance for transformation—for bringing business models, workflows, and workplace cultures into the 21st century. At the practical level, being clear on the value creation potential can increase the probability of winning the deal and delivering against the deal thesis.
With the right strategies, people, and analytics in place, you can optimize performance throughout the entire lifecycle.
At PwC, we help our clients ensure no value is left on the table. By bringing together our end-to-end capabilities across the M&A lifecycle, we provide an integrated approach that delivers value to your portfolio companies.
“Our dedicated Value Creation team is uniquely positioned to help you execute transformational deals in today’s complex deal market.”
Operational due diligence is a necessary part of any deal, helping acquirers to understand risks that could potentially erode value. More and more, PE firms are deploying their value teams early in the deal lifecycle to identify sources of value and support deal teams in increasing their chances of winning the deal.
With analytics, visualization tools, and global industry experience, we help PE clients identify hidden deal breakers and opportunities by:
In the age of big data, there’s no shortage of tools to help you assess deal benefits and risks well in advance—but sometimes you need an advisor to help make sense of all that information. Our team will work with you to structure your analysis so you can capitalize on all your deal opportunities.
Platform investments are becoming increasingly common as industries converge and more PE firms adopt aggressive buy and build strategies for their portfolio companies. These plays can accelerate revenue growth and drive margin expansion—as long as the acquiror can realize synergies.
Because today’s buy and build strategies can involve acquiring platforms with add-ons from other industries, pre- and post-deal integration efforts have become much more complex. We help portfolio companies drive operational synergies over extended time periods by:
We bring an experienced and objective point of view to the table to help you deliver value from buy and build acquisitions.
PE firms are increasingly acquiring parts of large corporate companies. These carve outs are complex as a result of their entanglement with the parent, and the need to quickly stand up key operations of the carved out business. For PE firms, this means putting strategies in place from before day 1 to exit the transition service agreement (TSA) in a timely manner—without losing key talent or overlooking important value drivers.
We help PE firms take an approach that focuses on people, process and technology with a view to accelerate the path to value by:
We understand the divestiture process from all angles and are here to take care of the details so you don’t have to.
The first 180 days post-deal are critical as management and deals teams articulate the roadmap to achieve the deal thesis. This thesis will serve as the value blueprint for the business, outlining core considerations from across business functions.
We can assist your post-deal strategies especially in situations where there is a need to dramatically enhance the performance of the business by:
No matter where you need to focus your attention, we help put the right post-deal strategies in place to maximize value.
The sale of an asset is a critical event. If you’re well prepared, you can benefit from a higher premium. We can help you assess the sale value by:
Building up the value of an acquisition and selling it is incredibly fulfilling—but there’s likely more value that can be uncovered before the final deal is delivered. We’re here to help you at the beginning of this process and the end, so you’re not leaving value on the table.
Canadian dealmakers face increasing pressure to quickly deliver a new deal’s anticipated value. Yet all too often, deals fail to realize promised synergies and achieve the expected value.